Copenhagen Metropolitan Area
Seasoned executive with over 20 years of C-level experience in the food, hospitality, and facility management industries. Proven track record in operational optimization, strategic transformation, and leading large-scale organizations. International experience with global companies like Aramark, Sodexo, and Nestlé. Experienced in mergers and acquisitions, successfully leading companies through sale processes and integrations.
Group CEO | Jensen Food Group Mandated by the board to execute a full structural turnaround of Jensen Food Group, comprising 27 multi-site operating units and an integrated production platform. The objective was explicit: restore financial control, rebuild earnings quality and prepare the group for strategic transition. Within the first 12 months, structural performance improvements exceeding DKK 40 million were realized through unit-level P&L transparency, procurement restructuring, cost governance and disciplined cash management. Operational complexity was reduced, accountability clarified and centralized performance control implemented across the platform. This was not a cosmetic modernization exercise. It was a capital-driven reset focused on durable EBITDA, risk reduction and exit readiness. After eight months as CEO of Jensen Foods A/S, I was additionally appointed CEO of Jensens Bøfhus A/S, consolidating leadership across the full platform to ensure aligned governance, capital discipline and decisive execution. The group serves more than 1 million guests annually and operates with centralized production and decentralized execution — requiring firm multi-site control and structured capital oversight.
During Covid I worked as a consultant and did boardwork for companies in crisis through my consulting company
• Developed new business areas within food service. • Enhanced commercial strategies and optimized purchasing processes. • Led sales initiatives with major Danish wholesalers and retail chains. • Drove the development of new Umami products.
• Restructured operations to improve financial performance. • Adapted production flows to meet current customer needs. • Strengthened management culture with a focus on sales optimization. • Managed P&L exceeding DKK 500 million. • Served as Board Member and Operations Manager of Grambogaard.
• Arkitekt på virksomhedens turnaround og driftsoptimering og klargøring til salg • Medvirkende til gennemførelse salg af virksomheden til Færch og Co pr 1-7-2016 • Virksomheden opnår bedste resultat i 50 år både på top og bund • Dagligt ansvar for den samlede forretning i Danmark • 250 ansatte, 12 i direkte rapportering til mig • Produkt- og konceptudvikling på masterbrands i kerneforretningen • Direktions deltagelse i bestyrelsesmøder i koncernen • PL ansvarlig, herunder fokus på cash flow • Koncernrapportering til ejer og bestyrelse • Budget- og strategiansvarlig, udarbejdelse og gennemførelse • Overenskomstforhandling med faglige organisationer gennemført fra 2017 til 2020