Copenhagen, Capital Region of Denmark, Denmark
I create measurable value by aligning business strategy with scalable, data-driven solutions. With a strong understanding of both the analogue and digital aspects of business, I bridge these worlds to design systems that empower teams and drive commercial growth. I lead through open communication, transparency, and collaboration—prioritizing people while enabling efficiency and accountability. My focus is on building holistic solutions that meet current needs and adapt to future demands. In my experience, technology should never constrain the business—it should enable it. I prioritize platforms and processes that support real-world workflows and put users at the center. I’ve led cross-functional initiatives across CRM, CX, marketing automation, and sales—embedding AI and predictive tools into the customer journey to streamline operations, improve decision-making, and increase commercial impact. I take ownership of both outcomes and culture, ensuring solutions are embraced—not imposed. As a leader, I value empathy, clarity of purpose, and shared accountability. I’ve successfully led and motivated all four active generations in today’s workforce through trust, purpose, and collaboration—because when people understand the "why" behind their work, they thrive.
Mission – Drive revenue by scaling the people, processes and tech that connect Sales, Marketing Automation, CX and Customer Service. Key Achievements: Scaled & realigned the organisation Expanded the Experience & MarTech function, adding UX, Service and Automation specialists and instituting OKR governance to align all work with revenue targets. Digital-channel revenue +18 % YoY after expanding personalisation programmes launched earlier and rolling them out to new segments. AI-powered growth initiatives – rolled out a Gen-AI roadmap, including: -Salesforce-embedded “Sales Rep Assistant” that auto-summarises account history, drafts personalised outreach and suggests next-best actions; early adopters cut prep time ≈ 20 %. -Predictive service-case routing and product-recommendation models that trimmed agent handling time ≈ 15 %. Next-Best-Action v2.0 – matured the original engine into a dynamic interest-scoring and churn-prediction suite. MarTech stack owner Steward for Salesforce (Sales, Service, Marketing Clouds), Amplitude and assorted CDP & integration tools; balance roadmap vs. OPEX/CAPEX, and GDPR-aligned data governance.
Mandate – Merge CRM, CX and Marketing Automation teams and deliver foundational platforms for scalable growth. Key achievements Formed the unified Experience & MarTech team by combining CRM, UX and Automation functions; established a single backlog and KPI tree. Salesforce Service Cloud implementation – moved 60 k+ annual emails from shared inboxes to case management; cut resolution time and freed ≈ 2 FTE while lifting CSAT. Central behavioural-tracking layer – integrated web & e-commerce events into Marketing Cloud and Amplitude, enabling 360° personalisation and double-digit conversion lifts. Launched first-generation Next-Best-Action engine that surfaced high-propensity leads for sales reps; proof-of-concept validated with early pipeline wins. Upskilled 40+ users via workshops on data-driven campaign design, journey automation and CX analytics.
I worked closely with business partners and users across multiple divisions. The role was mainly focused on updating, optimizing, streamlining, training, and supporting the users in in the daily use of our platforms. Another part of the role was identifying areas of possible development, anchored in business processes and needs, with a focus on empowering sale through data collection, activation and understanding. Naturally, development and streamlining take up a lot of resources in an organization on a digital journey. Collaboration with the business is wide-ranging, covering everything from best practice, needs assessment, design of new functions, processes, and training in both existing and new solutions. The second leg of the digital journey plays into data accessibility, such as the activation and delivery of data and the conversion of data into actions. This is done as a close collaboration across the organization with other functions such as MarTech, BI and GTM. Project samples: - Churn Calculations – Definition and development Continuously highlighted costumers’ Churn insights and made them actionable, either in a digital MarTech context as automation actions, or delivered to account managers for follow-up in a structured and reportable way. In both cases driving up retention. - Connecting Phone system to CRM system Established a solution that automatically retrieves CRM data for an incoming call, greatly reducing time spent looking it up manually, also enabling bringing campaigns and other initiatives, defined by management, in focus at the start of a call. Approx. 1,3mil. calls/year. - Implementing High cadence – Sales Team Developed a setup for High cadence sales based on existing smaller costumers with little to no sales. Enabled only a few sales reps to handle a very high account to sales rep ratio. Originally a PoC with an exit strategy, this ended up as a fully fleshed department, driving sales that would otherwise be lost to competitors.
After reorganizing the entire back office, the Optimera Business Control department was established. A department tasked with driving development and strengthening Optimera's commercial aspects, as well as creating transparency in relation to numbers - both on the sales, operational and cost side. Examples of projects and tasks I have led, managed or been a key part of: - Implementation of CRM system in Optimera - Optimera Pipeline management - development and implementation in the CRM system - Integration between the phone system and CRM - Implementation of customer segmentation in CRM and handling of leads - Switch to new BI System - PowerBI & On-Prem Report Server - Redefining Optimera's reporting and analysis language and expression - The New Optimera - Reorganization of Optimera's logistics and assortment setup - ERP change Process owner for Optimera Sales and Store (M3) - Optimera Qoute System - Coordination development and user training - "Rigtige Tal" - an initiative to create transparency and consistency throughout the business and our reporting - Coordinating the shutdown of unprofitable businesses - Coordination of IT matters regarding the establishment of new and relocation of existing businesses - Project Green - an operational compliance/U-turn project
After being appointed National Chain Coordinator, I moved to the commercial head office in Ringsted, which was later relocated to Brøndby. Here I handled from smaller to larger development projects, training and education of acquired business, as well as general sales and operational follow-up with a focus on chain optimization. Examples of projects where I coordinated and/or managed: - Change from decentralized phone systems to a unified national system, - Implementation of a new bottom line strategy - Redefining our reporting structure - Transition to new version of our BI system (Cognos)
In the period May 2013 - Jan 2014, I took the role as "Interim Business Manager" in Optimera Brøndby, alongside my old Sales Management role.
As a department manager in XL-byg, I was responsible for the daily administration of my department, planning sales activities, planning employee rosters, and doing costumer service alogside my employees. After a year, I was given responsibility for our IT and ERP system (Aspekt 4 - Trælast). -This included everything from general support to product creation and implementations of processors and IT related tasks including setup, installation and monitoring.
After completing the Aspirant education, an internal management education provided by Viborg Business Academy, I started as a Sales Manager in the Lighting department.
I was a sales assistant in Tools, Hardware & Garden. After completing the Aspirant training & course, I moved to Lighting as Sales Manager.