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(Oppdatert %updatedDate %)Management konsulent
København, Danmark
Innfødt Danish, Flytende English, Mellomliggende Svenska, Norwegian, Nybegynner French, Spanish, German
- Organisering
- Strategi
- Digitalisering
Ferdigheter (40)
SALES MANAGEMENT
SALES DEPARTMENT
KEY ACCOUNTS
SALES MANAGER
MAJOR ACCOUNTS
SELF MOTIVATED
SALES ORGANIZATION
KEY ACCOUNT
SALES MANAGERS
SALES ORGANIZATIONS
MENTOR
Marketing
CONTRACTS
MARKETING DEPARTMENT
EMPLOYEE RESOURCE GROUP
DIGITIZING
SATISFACTION
GOVERNANCE
INSTRUCTOR
PALLETIZING
Dynamics AX
MS OFFICE
DYNAMICS
MICROSOFT DYNAMICS AX
WORK FLOW
SAFETY MANAGEMENT
OPERATIONS
PIPELINE
INTEGRATOR
CASH FLOW
BUDGETS
SAS
INTEGRATION
ACCOUNTING
MICROSOFT DYNAMICS
MICROSOFT OFFICE
COOKING
HELPDESK
ERP
BUDGET
Arbeidserfaring
Management Consultant
Corebase ApS
2019-06 - Nåværende
Workings as a management consultant, expert facilitator, coach and mentor.
Challenging CEO's on their business model and organization.
Based on structural market challenges and modern behaviourism, created a new
business model for digitizing business.
Challenging CEO's on their business model and organization.
Based on structural market challenges and modern behaviourism, created a new
business model for digitizing business.
Head
Fujitsu A/S
2015-05 - 2019-05
of Fujitsu Consulting Denmark and responsible for the profitcenter handling
consulting services for customers in the Nordic and European countries as well as in the Baltic Region.
The job was to revitalise the Danish department including five employees, draw up a
new strategy and re-connect with stakeholders internally and externally.
Futhermore, to participiate in an European transformation project preparring Fujitsu for the future and aligning Fujitsu's consulting strategy across EMEIA.
Results
Have increased revenue exceeding DKK 100 million. Profits are doubled by winning
major tender's, and by improving processes and reducing costs. Including reconnec-
ting with former customers, reestabilshing the position on the public market (winning SKI). Signed several new framework agreements and developed a stronge profile for the depatrment. Mastermind behind Danish public tender win covering a framwork
agreement on a four year M€ 40 contract as single source provider for one large
Danish Customer.
LEAN methodes was established including commcell meetings. Employee satisfaction
is now the highest in the Danish site.
Together with a solid network of collegaues in Fujitsu's european organization, formed
a strategy to help disrupted customers digitalize integrating the consulting services into other Fujitsu services. The model now works as best practice in Fujitsu. All work
accomplished under Fujitsu strict global governance and compliance policy.
Have participated in top management initiatives including cross selling activities and employee activities bringing down attrition rate.
The department is preparred for ambitious growth.
2
consulting services for customers in the Nordic and European countries as well as in the Baltic Region.
The job was to revitalise the Danish department including five employees, draw up a
new strategy and re-connect with stakeholders internally and externally.
Futhermore, to participiate in an European transformation project preparring Fujitsu for the future and aligning Fujitsu's consulting strategy across EMEIA.
Results
Have increased revenue exceeding DKK 100 million. Profits are doubled by winning
major tender's, and by improving processes and reducing costs. Including reconnec-
ting with former customers, reestabilshing the position on the public market (winning SKI). Signed several new framework agreements and developed a stronge profile for the depatrment. Mastermind behind Danish public tender win covering a framwork
agreement on a four year M€ 40 contract as single source provider for one large
Danish Customer.
LEAN methodes was established including commcell meetings. Employee satisfaction
is now the highest in the Danish site.
Together with a solid network of collegaues in Fujitsu's european organization, formed
a strategy to help disrupted customers digitalize integrating the consulting services into other Fujitsu services. The model now works as best practice in Fujitsu. All work
accomplished under Fujitsu strict global governance and compliance policy.
Have participated in top management initiatives including cross selling activities and employee activities bringing down attrition rate.
The department is preparred for ambitious growth.
2
CEO
Corebase ApS
2012-01 - 2015-04
Start up own freelance consultancy business completing strategi, concepts, budgets,
contracts and marketingplans creating and outlining the companies differentiating
points. Establishing co-operation agreement with both customers and consultants.
Results
Established a Microsoft Dynamics AX team bringing back projects on track for large
Danish Union. The team also participated in a major infrastructure renewal programme,
lifting the ERP platform to the cloud for the largest Danish Union. Worked partially as
Project Manager.
In generel, created a well-run network of consultants in the IT industry. The company
was furthermore selected as preferred partner at a couple of large companies and took over the day-to-day operations for large organizations.
Established a group of the highest qualified consultants within Microsoft Dynamics AX
working as trouble shooters.
contracts and marketingplans creating and outlining the companies differentiating
points. Establishing co-operation agreement with both customers and consultants.
Results
Established a Microsoft Dynamics AX team bringing back projects on track for large
Danish Union. The team also participated in a major infrastructure renewal programme,
lifting the ERP platform to the cloud for the largest Danish Union. Worked partially as
Project Manager.
In generel, created a well-run network of consultants in the IT industry. The company
was furthermore selected as preferred partner at a couple of large companies and took over the day-to-day operations for large organizations.
Established a group of the highest qualified consultants within Microsoft Dynamics AX
working as trouble shooters.
Member of Board
TEO A/S
2010-06 - 2012-04
Developing the sales channel and hands on getting new customers for ISV's and major
accounts in Denmark. From september 2011 until april 2012 furthermore participated in rebuilding the company after a central customer went bankrupt. ie. turn around
restoring the sales pipeline, regain employees' confidence and motivation.
accounts in Denmark. From september 2011 until april 2012 furthermore participated in rebuilding the company after a central customer went bankrupt. ie. turn around
restoring the sales pipeline, regain employees' confidence and motivation.
Sales Manager
IPTeams A/S
2010-09 - 2011-01
Member of top management having the full budget and personal responsibility for
sales. The company evolved to a sales organization and the overall marketing
message was changed from technical to commercial. Necessary cut back were
completed. A new overall strategy and sales strategy were introduced. The work was
closely linked through tactical and operational initiatives covering structure,
methodology, new argumentation and handling of objections.
Revitalized the marketing strategy and messages, planned for use of new social
medias and strengthen the PR and branding effort.
Was responsible for own customers as well -generating new customers and handling
existing customers.
Results
Made new realistic budgets and recovered the confidence to the shareholders.
Reestablished the connection to the most valuable major key accounts.
The level of activity within the sales department, was increased significantly.
The results were a more efficient and streamlined sales department, satisfactory flow of orders and the company was brought into a healthy financial situation.
The company was set in a position ready to fulfill the future strategy including an
ambitious growth.
Had significant success with handling own customers including first contact, signing
contracts, winning tenders and general agreements.
3
sales. The company evolved to a sales organization and the overall marketing
message was changed from technical to commercial. Necessary cut back were
completed. A new overall strategy and sales strategy were introduced. The work was
closely linked through tactical and operational initiatives covering structure,
methodology, new argumentation and handling of objections.
Revitalized the marketing strategy and messages, planned for use of new social
medias and strengthen the PR and branding effort.
Was responsible for own customers as well -generating new customers and handling
existing customers.
Results
Made new realistic budgets and recovered the confidence to the shareholders.
Reestablished the connection to the most valuable major key accounts.
The level of activity within the sales department, was increased significantly.
The results were a more efficient and streamlined sales department, satisfactory flow of orders and the company was brought into a healthy financial situation.
The company was set in a position ready to fulfill the future strategy including an
ambitious growth.
Had significant success with handling own customers including first contact, signing
contracts, winning tenders and general agreements.
3
Management Consultant
Independent Business
2000-02 - 2010-08
Acted as coach, counselor and sparring partner for top management and Board.
Owner. Established and developed sales organizations and carried out turn around in Including working interim
companies in a decreasing market (post dot-com crises). as CSO and CEO
Key Account Manager, Sales Managers, Product Managers and marketing employees
motivated through common frame of reference, inspiration, sparring and on-the-job.
Attended 4-500 on-the-job field visits.
Sales were turned aournd from being reactive/technical to be proactive/commercial.
Developed a new, cost-effective sales- and sales management education based on a
mix of Solution Selling and on-the-job-training
Took full responsibility as CSO ans CEO in turn-arounds.
Gave talks and taught in Key Account Management on public entrepreneur classes and at E&Y University. Carried out statistic analysis and had a around 20 articles published.
Product areas
Unified Communication, ERP, BI, Helpdesk, ESDH, Consulting, Outsourcing, Web,
Hosting, Complex IBM-, HP- and Microsoft-products, copy and print, Palletizing
systems, sound- and vibration equipment and security industry.
Companies
Worked for more than 30 different companies e.g.: e-types, IPVISION, TEO Intl.,
Addition, IT-lean, Guideix, Datacon, E&Y, ICE, Ricoh Denmark, Aventor, SAS Institute,
Inopi, DSI Data, Valtech, Brüel & Kjær, HP.
Results
The employees evolved being able to accomplish the work they were hired to do.
Mid-management were trained and given the economical and managerial tools to refine, control and conduct the business.
Top-management elevated from the operational to the tactic and strategic level
implementing new organization and strategy.
Companies re-established their sales departments and achieved raise in revenue and earnings,
Owner. Established and developed sales organizations and carried out turn around in Including working interim
companies in a decreasing market (post dot-com crises). as CSO and CEO
Key Account Manager, Sales Managers, Product Managers and marketing employees
motivated through common frame of reference, inspiration, sparring and on-the-job.
Attended 4-500 on-the-job field visits.
Sales were turned aournd from being reactive/technical to be proactive/commercial.
Developed a new, cost-effective sales- and sales management education based on a
mix of Solution Selling and on-the-job-training
Took full responsibility as CSO ans CEO in turn-arounds.
Gave talks and taught in Key Account Management on public entrepreneur classes and at E&Y University. Carried out statistic analysis and had a around 20 articles published.
Product areas
Unified Communication, ERP, BI, Helpdesk, ESDH, Consulting, Outsourcing, Web,
Hosting, Complex IBM-, HP- and Microsoft-products, copy and print, Palletizing
systems, sound- and vibration equipment and security industry.
Companies
Worked for more than 30 different companies e.g.: e-types, IPVISION, TEO Intl.,
Addition, IT-lean, Guideix, Datacon, E&Y, ICE, Ricoh Denmark, Aventor, SAS Institute,
Inopi, DSI Data, Valtech, Brüel & Kjær, HP.
Results
The employees evolved being able to accomplish the work they were hired to do.
Mid-management were trained and given the economical and managerial tools to refine, control and conduct the business.
Top-management elevated from the operational to the tactic and strategic level
implementing new organization and strategy.
Companies re-established their sales departments and achieved raise in revenue and earnings,
Sales and Marketing
Complet / Merkantildata
1994-01 - 1999-01
Manager for +50 employees and responsible for a DKK 1 billion profitcenter.
Manager Responsible for planning and integration of nine departments during an international
merger. Attending the steering committee implementing SAP.
Introduced the product manager role and established the model to other parts of the company. Made a new marketing strategy for Merkantildata Denmark.
Built up a department selling IBM- and Microsoft software (licensing business) and raised the revenue with 2.300 % in 3 years including a positive cash flow.
Results:
+100 % on budget in all 9 departments. Highest score in employee satisfaction,
Microsoft Partner of the Year 1998 and winner of a number of sales competitions from IBM, Microsoft and Hewlett Packard.
4
Manager Responsible for planning and integration of nine departments during an international
merger. Attending the steering committee implementing SAP.
Introduced the product manager role and established the model to other parts of the company. Made a new marketing strategy for Merkantildata Denmark.
Built up a department selling IBM- and Microsoft software (licensing business) and raised the revenue with 2.300 % in 3 years including a positive cash flow.
Results:
+100 % on budget in all 9 departments. Highest score in employee satisfaction,
Microsoft Partner of the Year 1998 and winner of a number of sales competitions from IBM, Microsoft and Hewlett Packard.
4
Key Account Manager
Multi-inform
1990-01 - 1994-01
Working closely with IBM, Hewlett Packard and various other major producers selling
IT-products, services and consulting services to major accounts such as Hafnia,
Coloplast, Louis Poulsen etc.
Results
+ 100 % on budget all years, winner a number of sales competitions and receive an
IBM Marketing Award.
IT-products, services and consulting services to major accounts such as Hafnia,
Coloplast, Louis Poulsen etc.
Results
+ 100 % on budget all years, winner a number of sales competitions and receive an
IBM Marketing Award.
Marketing-coordinator
Multi-inform
1986-01 - 1990-01
Coordination and executing all marketing tasks.
Results
Established the marketing department in a DKK 100m business, establish a network of subcontractors and carried out all jobs.
Results
Established the marketing department in a DKK 100m business, establish a network of subcontractors and carried out all jobs.
Account Manager
Audioscan Data
1985-01 - 1986-01
Unfortunately the company closed.
Controller
A. P. Møller / Mærsk Oil & Gas
1981-01 - 1985-01
Controller for the company's gas and oil activities in the Danish sector of the North
Sea. Building up work flow and management reporting.
Results
Great satisfaction with the work among the consortium and was offered replacement in new projects.
Sea. Building up work flow and management reporting.
Results
Great satisfaction with the work among the consortium and was offered replacement in new projects.
Akademisk bakgrunn
diploma in business administration
2020-08 - 2004-01
Sertifiseringer
Security Awareness
Global Business Standards
Antitrust and Competition Laws Awareness
GDPR General
Health and Safety EMEIA Program, Safety Management, Legal Investigations etc
2017-18 Compliance Awareness eLearning
Further training
2018-19 Agile Academy Foundation (Ep 1 + 2)
Cultural Awareness Learning
Managing in a Matrix Structure Virtual - Part One
Managing@Fujitsu - Evaluation of competencies, Measuring Potential and End Year review
Change Leadership
Module 1 (You and Change)
Module 2 (Leadership and Change)
Module 3 (Organization and Change)
Advanced Business English training
2012 - 2016 Studies at Folkeuniversitet in Ethical and Political Philosophy + Metaphysics
1994 - 1995 Sales Target Management, Part I and II
1991 Key Account Manager at IBM System Dealers Academy in Stockholm
1982 - Far-reaching continuing education within: Sales, MS Office, law, licensing, IT
technology, graphical fundamentals, Direct Marketing, Basic Petroleum Technology
Programming, Product Strategy, Compliance, Governance and more