Management Consultant

Birkegaard Strategy is a management consulting company which helps clients with strategy development, strategic transformation and execution.

Selected project experiences:

• Executive Advisor for Programme Director in Danske Bank CTO Strategy & Execution
Advising Programme Director in establishing and professionalising an IT-enabled change
programme including establishing and driving key Programme Management and PMO processes
and acting as PMO Lead.

• Leading a US market entry strategy project in Ørsted
The project analysed the requirements for establishing operations in the US, defined the market
entry strategy, operating model, organisation and implementation plan across the full value chain.
Support provided to executing the, internally driven, implementation phase afterwards.
 

• Developing and professionalising a large and complex programme in the payments area in Nordea (Nordea Simplification Programme)
Key responsibilities included advising and assisting management in a wide range of programme
disciplines including PMO professionalisation, governance structure; portfolio management;
development and implementation of programme-wide delivery model; change management;
investment planning; reporting and other PMO disciplines.

• Establishment and transformation of an IT Programme into a IT line organisation with +300
employees in Nordea
Key responsibilities included developing strategy- and transformation plans; designing and
implementing several organisational changes; leadership development; establishing investment plans and establishing, driving and professionalising PMO organisation and processes

• Assisting Management and Owners in one of the largest suppliers of cooling solutions in the divestment of the company to a Danish private equity fund (deal value of +1 bn DKK)
Key responsibilities included development of business plan and financial projections for the company
(acting as basis for the divestment decision) as well as assisting in the preparation of the management presentations toward potential buyers in the M&A process.

• Assisting Management and Board in a leading manufacturing company within industrial air filtration in the areas of strategy development and divestment considerations.
Key responsibilities included completion of a strategy review; advising on strategic development opportunities for the company; developing a management presentation for use with a potential buyer of the company as well as development of a growth strategy for a key business area.

CORE Strategy was a smaller Danish consultancy that advised Nordic companies, private equity funds and public organisations within strategy development, execution and organisational- and leadership 
development.

As a Managing Consultant I was responsible for developing customer relations and selling, planning and carrying out client projects. The latter includes being a project manager and leading project teams both internally and in the client's organisation as well as advising and sparring with the client's management and board.
 

Selected project experiences:

• Detailing and implementing of a new strategy and organisational structure for a government
agency under the Ministry of Environment. Responsible for defining roles, responsibilities and management processes in the new structure; detailing strategic development direction and execution 
plans; driving implementation task-forces; plan- and complete leadership development for the management group

• Development and implementation of a new go-to-market strategy for one of Denmark's
largest companies within FMCG. Responsible for defining segment and channel priorities, defining
a new sales & marketing organisation and defining a new sales approach and sales processes

• Development of a sales- and market strategy for a private equity owned Danish Production
Company. Responsible for defining strategic direction and ambition, strategic main efforts,
requirements to organisation and business model as well as developing and anchoring an
implementation plan and new management processes

• Development of a corporate strategy for a Danish production company in the energy sector

• Development of a market entry- and acquisition strategy for a private equity owned Nordic company in the environmental industry

• Design of a new organisational structure for a Danish private equity owned jewellery company including defining roles, responsibilities, KPI's and incentive program

As a part of the Strategy & Growth team in Implement Consulting Group, I have been engaged in a broad range of projects within strategy development, commercial excellence and efficiency improvements.

Selected project experiences:

• Development of a sales- and marketing strategy for a business unit in one of the largest industry companies in Denmark, including development of recommendations on segment focus,
channel strategy, brand strategy and structuring of the sales- and marketing organisation

• Organisation and efficiency project for one of Scandinavia's largest fitness chains with focus on increasing profitability through development of a new business model and organisational structure
in both fitness centres and at country- and corporate headquarters

• Development of an investment strategy for one of the most wealthy family funds in Denmark,
from overall vision and mission to strategic and tactical asset allocation

• Completion of several commercial due diligences for Danish private equity funds with both a
strategic, market and operational focus

Corporate Affairs was a staff unit for DONG Energy's top management responsible for e.g. acquisitions,
divestments and development of the corporate strategy. During the period I was part of the unit, it was heading the acquisition of 6 energy companies, the subsequent integrations, development of a new corporate strategy, divestment of non-core assets and the preparation of an IPO process.

As an employee in the Corporate Strategy department in Corporate Affairs I was:

• Responsible for the corporate strategy process in 2007

• Responsible for the development of the group's waste incineration strategy

• A central player in the development of prospectus and equity analyst presentations in connection
with the planned IPO of the company

• Involved in the development and coordination of multiple strategic analyses and recommendations
for decision in corporate management and the board regarding e.g. acquisitions, divestments and other strategic initiatives

As an employee in the Corporate Finance department in Corporate Affairs I was:

• Responsible for a subset of activities regarding the implementation of DONG Energy's agreement with Vattenfall concerning the sale of production assets and responsible for the process of estimating and settling the final purchase price in the transaction

• Responsible for valuation of companies and assets in connection with DONG Energy's acquisition and divestment projects

• Responsible for a divestment project including development of sales material, completion of egotiations etc.

• Involved in the development of a wide variety of economic analyses, presentations, memos etc. for use in the board and top management in connection with M&A projects