Copenhagen, Capital Region of Denmark, Denmark
I am a trusted advisor to senior leadership with extensive experience driving business performance through data-driven financial insights and leading high-performing finance teams. Known for delivering impactful financial analysis and strategic initiatives, I excel in aligning stakeholders, shaping direction and fostering collaboration. A strong people leader, I inspire and develop teams by balancing performance excellence with individual growth. My career spans top-tier organizations, including Novo Nordisk, Ørsted, PwC Consulting, and group.one, where I have embraced diverse challenges to enhance strategic, analytical and leadership capabilities.
As a strategic finance leader, I drive financial excellence and decision-making at the highest levels of the organization. I partner closely with the Board, executive leadership and cross-functional teams to shape and communicate a clear financial narrative that supports sustainable growth, operational efficiency and shareholder value creation. Leveraging my expertise in financial strategy and performance management, I deliver actionable insights and analysis that align financial outcomes with business priorities. By establishing robust frameworks for group reporting and KPI governance, I ensure data-driven decision-making and accountability are embedded throughout the organization. In my role, I lead the budgeting and forecasting processes across the enterprise, transforming complex financial data into dynamic, forward-looking strategies that anticipate market shifts and business needs. My approach enhances agility and precision, empowering leaders to optimize resources and drive long-term profitability. I cultivate and inspire a high-performing finance team, fostering a culture of innovation, collaboration and continuous improvement.
I help our clients connect their strategy to their business planning processes and KPIs leveraging analytics to drive insights. I do this by providing a disciplined approach to measuring the effectiveness of a business in achieving its strategy. This requires alignment of data models, timelines, KPI's and business processes. I advise our clients on making the finance function more efficient in order for it to be a strategic business partner. Areas of expertise: - Leadership - Performance management - Finance transformation - Financial Planning & Analysis - Budgeting and Forecasting - Management Reporting - Business partnering - Business controlling - Development and deployment of finance strategies - Structured program management - Transition strategies - Organizational restructuring - Team building - Change management - Stakeholder management
Advisor and sparring partner to senior management. Leading teams to improve decision making in the business area. Some notable key deliveries were: 1) Successful design and implementation of a new controlling platform in Product Supply, which has increased the financial responsibility for app. DKK 5 billion – hence, creating cost transparency, highlighting cost drivers and kick-starting incentives for cost efficiency, 2) Facilitating and scoping a new strategic business plan in Sourcing Operations, by focussing on business impact supported by financial analyses 3) Ensuring a scalable and data-driven supply chain for future demands, with the ability to handle material flow with no added total cost. To move from a reactive supply chain to orchestrate solutions across the supply chain, internally and externally
Heading department of 17 employees. Achievement: Transforming team to become a proactive business partner to the management by focusing on behaviour. Creating new insights through revised management reports, analyses and benchmarks. Establish governance to enhance decision making. Some notable key deliveries was: 1) improving communication towards decision makers – content and form reinvented, 2) designing and implementing new management reports, 3) designing and implementing a new governance for budget/forecast process, 4) creating new governance for project portfolio planning & prioritisation, and 5) mentoring and coaching team for higher performance.
Programme Manager to the CEO and CFO. Heading 5 senior project managers. Achievement: Successful implementation of a new business model in C&M, which has simplified the financial (as physical) flows and therefore supports and enhances clear responsibilities in the newly established strategic business units. Some notable key deliveries was: 1) defining a new segmentation of the business (in to SBUs), 2) defining the content of the financial reporting, 3) defining a new cost allocation model, and 4) management of self-promoters
Head of team of 9 senior business controllers/analysts. Achievement: Ensuring that the CFO and CEO understands the business activities beneath the financial figures. Through thorough business understanding proactively suggest corrective actions and ensuring that the various strategic business units do not sub optimise. Some notable key deliveries was: 1) establishing a highly dedicated and motivated team, who's performance was very appreciated by the board of directors, 2) proactively prioritizing initiatives and direction for the department, which enhanced decision making for the CFO, 3) improving communication towards decision makers - complex messages were simplified, so the decision makers understood the core information without the unnecessary details, and 4) scoping and implementing a new long term forecasting model, which encompassed business drivers and cost focus - this insight changed the business strategy
• Ensure incorporation of international (Netherland) entity in DONG Energy Sales & Distribution, including advising Country Manager regarding prioritization of operational projects • Prepare a new budget and business model in Dong Energy S&D