Copenhagen, Capital Region of Denmark, Denmark
“Leading my team and working with my peers and the organisation to improve results through creating transparency of current performance and predictability in future outcome, and ensure timely reaction on emerged opportunities and fostering new talents” I am a financial executive with more than 15 years’ management experience in business and employee development and operational optimisation, driving change and performance management, including: * Led major restructuring and improvement programmes of the bottom line * Managed organisational performance transformation through new business models, performance management systems, model for financial performance management, organisational design and creating transparency through implementation of ERP Systems * Created business engaging and relevant financial functions from scratch and reorganised and transformed existing financial functions from reactive reporting to a proactively acting function * Building international teams and Centre of Excellence I believe in a strong finance function as a business enabler with a focus on business understanding, conveying facts, transparency of performance, profit creation and reliable financial forecast. These features are essential for profitable growth and realisation of the company's potential. I lead finance with integrity and accountability and ensure that finance acts as an early warning system on core KPIs. By the virtue of my business understanding and a fact-driven financial perspective, I am the sounding board and custodian of transparent facts for the leadership team, which ensures the continuous development, evolution and transformation of the company's strategy, offering and operation. As a leader, I am involving, delegating and ensures room for individual development aiming at impeccable professionalism. I create a good and safe working environment for my employees by showing confidence in them, open communication and providing continuous feedback.
Responsible for BL Finance for DTS, Nordic and ITST EMEIA. Jointly responsible with the Business leaders for budgets, business achievement and development of the organisation, as well as creation of strategy and business plans. Part of the leadership teams. Special focus on transformation of operations. Main challenges: Transform traditional robust IT organisation within Datacentre services into cloud utility hybrid IT based service organisation. Implementing support for a new EMEIA organisational structure and Adaptation of target operating model through operational learning from implementation Reports to EMEIA head of BL finance Turnover: >500 M€ in both business areas Employees: > 3.200 FTE / 2.800 FTE
Responsible for BU Finance and Jointly responsible with the Nordic Business lead, Managed Services for budgets, business achievement and development of the Nordic Business unit organisation, as well as creation of strategy and business plans. Part of the Nordic Managed Service leadership team. Special focus on transformation of finance and business management from Country to regional business unit to drive cross boarder synergies and corporation. Main challenges: Creating a cross boarder finance structure and community to support the business unit, driving right go-to-market and increased operational performance. Turnover: > 500 M€ Employees: > 2800 FTE
Responsible for Finance, Billing, Supply chain, IT and Quality and processes and Facilities. Jointly responsible with the Swedish CEO for budgets, business achievement and development of the Swedish organisation, as well as creation of strategy and business plans for the 5 business areas; Managed services, Application services, Field services, Consultancy and Products. Part of the Swedish Senior management group. Responsible for risk management and compliance controls. Turnover: 350 M€ Employees: > 1200 FTE
Responsible for finance, logistics, commercial, IT and sales operations and all process within those disciplines in the Nordic region incl. the Baltic countries. Jointly responsible with the Nordic MD for budgets, business achievement and development of the Nordic organisation, as well as creation of strategy and business plans for the region. Part of the Nordic Senior management group. Responsible for risk management and compliance controls. Member of board of directors in all Nordic subsidiaries. Reports to the Group CFO Turnover: 795 M€ Employees: > 500 FTE
In addition to below described job (Finance Director, Denmark) my new role consisted of a broader scope covering the same type of task for the Nordic Enterprise business. The countries were Iceland, Denmark, Sweden, Norway, Finland and the Baltic countries - Revenue: 140M EUR). The Enterprice Business unit was responsible for sale of Fujitsu Siemens Computers’ Enterprise solutions and Business critical infrastructure to large corporations and data centres. Turnover: 140 M€ Employees: 102 FTE
Head of Finance and Administration in Denmark (Accounting and IS and Business controlling, Logistic and Bid Management). Member of country management in Denmark. Participation in strategizing, action planning and planning and execution of existing and new business concepts. Drives along with the managing Director the ongoing business review and Sales management, and acts as sparring partner for the segment directors in facilitating their business development. Ensure continuous development of finance to support the business units. Turnover: 133 M€ Employees: 98 FTE