Copenhagen Metropolitan Area
I work at the intersection of Revenue Operations, GTM strategy, forecasting, and operational scaling within high-growth technology companies. Over the past several years, I’ve helped build and optimise commercial and operational systems across SaaS and marketplace environments, with experience spanning Wolt, Pleo, and Planday. My work has focused on: • Revenue Operations & GTM execution • Forecasting and operational analytics • Marketplace and supply-side operations • Commercial systems and process design • Cross-functional scaling • Operational maturity and decision intelligence • Building scalable operating models in hyper growth environments What interests me most is reducing complexity as organisations scale. As companies grow, operational noise increases: more tooling more stakeholders more processes more fragmentation The challenge is not simply growth. The challenge is scaling clarity, accountability, forecasting accuracy, and execution quality at the same time. I’m particularly interested in how modern tech companies build: • scalable RevOps functions • operational leverage • forecasting reliability • data-informed decision systems • cross-functional execution frameworks • sustainable marketplace operations Based in Copenhagen, working across European tech and marketplace ecosystems. One principle has defined my career: “I am too positive to be doubtful, too optimistic to be fearful, too determined to be defeated.”
Leading operational scaling initiatives focused on forecasting, marketplace efficiency, commercial execution, and cross-functional operational strategy across multiple European markets. Areas of focus include: • Revenue and operational forecasting • Marketplace performance optimisation • Commercial systems and process scaling • GTM operational execution • Cross-functional decision frameworks • Operational efficiency and scalability • Data-driven planning and prioritisation Partnering across operations, strategy, analytics, and leadership teams to improve execution quality and scalable operational maturity.
As Regional Head of Platform Efficiency at Wolt, I was responsible for driving operational performance across multiple countries, with a focus on improving delivery efficiency and managing one of the region’s largest cost drivers. I led a cross-country team of specialists and associates, guiding them to identify cost-saving opportunities, improve operational levers, and execute strategic initiatives in close collaboration with Product, Logistics, and Finance. I owned the regional Costs budget and was accountable for delivering efficiency gains while maintaining a strong experience for couriers, consumers, and merchants. This role demanded a shift from local execution to systems-level thinking, building frameworks, aligning stakeholders across borders, and translating complex data into decisions that scaled. I worked closely with global teams to roll out pricing and efficiency strategies, adapting them for local realities while ensuring we stayed aligned with regional objectives. It was in this role that I sharpened my ability to lead through complexity, balancing speed and structure, cost and quality, and long-term strategy with real-world constraints.
In this role, I led Wolt Denmark’s national operations during a key transitional period, overseeing all aspects of courier delivery operations and managing a 20-person team, including two managers. I was accountable for the country’s largest operational cost line and responsible for aligning local operations with broader business goals. I worked closely with the General Manager to turn strategic targets into clear execution plans, combining data insights with practical process improvements. My focus was on strengthening local leadership, improving operational consistency, and enabling the team to execute with confidence and clarity. While my time in this role was short, it marked a meaningful shift: from leading teams to leading leaders, and from optimizing parts of the operation to owning performance at a national level.
As Marketing Operations Manager at Planday, I partnered with the Marketing and Sales teams to improve data quality, optimize the lead funnel, and drive revenue through process and system design. I owned the marketing data infrastructure, including metrics, reporting, and performance visibility, and played a key role in turning raw data into actionable insights that shaped campaign strategy, funnel optimization, and customer acquisition costs. I worked closely with the growth team to analyze trends, surface opportunities, and inform experiments that improved lead conversion and ROI. Beyond analytics, I was the business owner for marketing systems including Hubspot and Intercom, managing integration, lead routing, and ensuring full visibility across the marketing-sales pipeline. I also led GDPR-compliant database strategy, segmentation, and marketing ops governance. This role gave me a strong foundation in systems thinking, commercial performance, and end-to-end funnel ownership, all of which I carried forward into my operations leadership career. It sharpened my ability to connect data with execution, and helped me thrive in high-growth, cross-functional environments.
As Revenue Operations Manager at Planday, I supported the Marketing, Sales, and Customer Success functions by designing the systems, targets, and reporting that drove commercial performance and sustainable growth. Working closely with leadership, I led forecasting, KPI tracking, and performance reviews across the revenue funnel, from top-of-funnel activity through to pipeline health and post-sale outcomes. I built reporting infrastructure to support decision-making, conducted pipeline and forecast reviews with Sales leadership, and facilitated territory planning and target allocation across regions. I also played a central role in incentive design, collaborating with Finance and Sales on pricing governance, commission structures, and deal support, including guidance on non-standard deals and margin-sensitive transactions. Beyond revenue operations, I partnered with Finance and Talent to shape headcount planning and helped translate high-level commercial strategy into operational execution. I worked across functions to turn trends into insights, and insights into improvements, whether in funnel design, team structure, or process automation. This role sharpened my ability to connect people, data, and systems around a common goal: delivering sustainable, scalable revenue growth.
At Pleo, I moved into a Commercial Data Analyst role to solve operational problems at scale through data, automation, and cross-functional collaboration. This role marked the moment I discovered the power of combining quantitative and qualitative insight, a skill that has become one of my core strengths. I worked closely with Product, Sales, and Customer Success teams to uncover root causes behind performance bottlenecks, identify improvement opportunities, and implement tools to streamline the customer journey. I translated complex data into actionable insights that enabled better decisions, faster iterations, and smarter growth. I also led tool implementations and process automation initiatives, ensuring data quality, compliance, and funnel visibility across key operations. My focus was always on clarity, efficiency, and impact, not just analysis for its own sake. This role laid the groundwork for my future in operations, proving that data, when applied correctly, can power real-world transformation.
Joining Pleo was a restart in a new country, and this was the role where I proved I could build from zero, quickly add value, and grow fast. As a Senior BDR, I was responsible for outbound pipeline generation, using data and experimentation to improve targeting and messaging. I redesigned our outbound flow and built a data capture tool that significantly improved our ability to identify high-quality prospects, optimal contacts, and effective outreach content, replacing a previously unscalable model with something the entire team could use. While hitting targets was important, I was also focused on system design, peer enablement, and the broader impact of scalable business development. I leaned into learning: about fintech, automation, and the evolving nature of commercial work. This role taught me to act like an owner, think critically, and never settle for “how things have always been done.”
My career began in frontline operations at LV=, where I spent seven years developing my core skills in service delivery, problem solving, and operational rigor. This was where I discovered my love for identifying root causes, designing solutions, and driving operational improvement. I led customer support teams across phone, email, and chat, while managing performance metrics, escalations, and workflow optimization. One of my proudest moments was being named Colleague of the Year in 2016 for identifying a critical supplier management issue, designing a fix, and preventing over £500,000 in annual losses, a solution later recognized by the executive team. This role was my foundation, where I built resilience, learned how to operate under pressure, and uncovered a passion for operations that would shape the rest of my career.
Max events allowed me to learn to become part of a team and improve my knowledge of health and safety. Here I learnt how to really enjoy what I do when nurturing new starters and training them to become Instructors. On a personal note, this company offers a fantastic service and if you love outdoor fun I would highly recommend that you take the time to visit.