Istanbul, Türkiye
Seasoned international executive with 20 years of proven success in leading large-scale operations, P&L management, and complex turnaround and change initiatives across Logistics and Healthcare. Recognized for delivering sustainable growth and transformation through a results-oriented, empathetic, and performance-driven leadership style, with strong customer focus and strategic planning. Extensive track record incl. managing organizations of 10,000+ FTE and revenues exceeding €650M in cross-functional, international structures. Accomplished change leader, skilled at building high-performing teams and driving decisive execution while consistently delivering top-quartile employee engagement. Analytical and process-oriented, adept at managing complex businesses and projects beyond core areas of expertise. Brings working and academic experience from seven countries, with a strong academic background including recognition as Candidate of the Year at CBS (Denmark) and completion of a Maersk-sponsored Executive MBA at RSM (Netherlands)
Falck is a global Danish company providing emergency response, healthcare, and assistance services. Leading Falck’s expansion into Eastern Europe, with responsibilities including the company’s largest-ever project, participation in EU tenders of national EMS system and extension of 1,500 FTE operation in Poland. Reporting to President and CEO and member of the Executive Management Board of Falck.
Falck is a global Danish company providing emergency response, healthcare, and assistance services. Executive leader of Falck’s Ambulance Europe & Fire division, overseeing large-scale emergency medical and firefighting operations across Europe and Latin America. Accountable for full P&L and organizational performance of 8,000+ frontline staff, supported by 600 management professionals. Delivered resilience, record breaking financial performance and continuity during Covid-19, navigating massive operational and clinical disruptions, health and safety risks, workforce and well-being challenges, and significant financial impact — while scaling capacity in Denmark with 5,000 additional personnel to delivering national Covid testing. Reporting to President and CEO and member of the Executive Management Board of Falck.
Falck is a global Danish company providing emergency response, healthcare, and assistance services. Falck acquired GARD, Germany’s largest ambulance operator, in 2013. Until 2017, EBITA remained negative (adjusted for balance sheet items) with limited growth, and primary role was to lead a full turnaround. A comprehensive financial and strategic turnaround was successfully executed, exiting all joint ventures, streamlining legal entities from 30 to 10, and consolidating trading names from 10 to 1. A new management team was built, the organization delayered, and a leaner structure implemented. The company achieved its first post acquisition positive EBITA in 2018, which grew to high single digit by 2021, while organic growth reached nearly 50%, generating €100M in 2020 with 2,500 employees. 2019 included overseeing a market exit from Slovakia, ensuring a smooth ramp-down of a 1,500 FTE ambulance operation and safeguarding employees through the Transfer of Rights and Obligations — marking the first application of the EU Directive in Slovakia. The process also included divestment of remaining business activities, such as doctor clinics and patient transport services. Reporting to Executive Vice President of Global Emergency Services.
Privately owned Blue Water Shipping is one of Denmark’s top three freight forwarders, operating in 25+ countries through 60+ offices. Blue Water Eastern Denmark & Sweden managed a broad portfolio of shipping and logistics services, including road, air, and sea freight, 3rd party logistics, warehousing, and pick & pack. Between 2011 and 2017, the Copenhagen office delivered consecutive record turnover and profits, with profits increasing fivefold from 2011 to 2016, making it the most profitable of all 60+ offices, including HQ. Headcount grew from 60 to 110 during this period, while employee engagement consistently ranked in the top quartile across the organization.
DFDS Logistics activities is mainly stemming from A.P. Moller - Maersk activities sold to DFDS in the sale of Norfolkline. In 2010 DFDS Logistics NV turned over 50 mill EUR/year, was employing +150 people and running a fleet of +1000 trailers and +100 fully owned trucks. The company mainly operated in the trailer transport market between France/Belgium and Sweden/Norway/Finland, and was further engaged in a Just-in-Time distribution in Ghent involving 60 own trucks for a large customer. DFDS Logistics NV was historically profitable, but in the 1st semester of 2010 the company faced dramatic losses due to a series of factors such as: failed IT implementation, failure to adapt operation model to changing markets, rapid change in rates of exchange in working currencies, etc. Primary role was on an interim basis to lead a swift and decisive turn-around, which later in the DFDS Annual Report 2011 recieved following comment: "DFDS Logistics Ghent delivered an excellent step in the turnaround during 2011 with a small profit (compared to a loss in 2010 of DKK 16m) ....".
Maersk Line is the container ocean shipping division of A.P. Moller–Maersk and in 2008 the world’s largest container shipping company. Customer Service Director at Maersk Line Brazil and member of the senior management team, overseeing Customer Service, Documentation, and Claims across 7 offices with 130+ employees. Mandated to increase efficiency, strengthen the organization, enhance customer satisfaction, and improve employee engagement, leveraging Six Sigma/LEAN methodologies, HR performance management, and accelerated university recruiting. Responsibilities also included executing a strategic office relocation of 50 FTE from São Paulo to Santos to reduce turnover and costs. Over two years, FTE efficiency improved by ~40% and costs were cut by nearly 50%. Brazil’s operations moved from the bottom 10% to the top 10% in the global Maersk Line customer satisfaction survey. Customer Service became the most engaged team in Brazil, up from the lowest ranking in the Employee Engagement Survey. The office move was executed seamlessly, retaining the majority of staff and maintaining uninterrupted service for customers and the wider organization. Reported directly to the CEO of Maersk Brazil.
Norfolkline (AP Moller-Maersk affiliate) currently part of DFDS Logistics. Leading various corporate project such as creation of a 80 FTE F&A Shared Service Centre in Eastern Europe, creation of a Process Excellence initiative within Norfolkline and finally Information Manager and team member of Executive Management Team of Norfolkline Logistics. Reporting directly to respectively Norfolkline Group CFO and Executive VP of Norfolkline Logistics.
Norfolkline (AP Moller-Maersk affiliate), currently part of DFDS Logistics Norfolkline Intermodal was running own trains and operating a fleet of +1200 swapbodies. P/L responsible for the traffic between Italy and Scandinavia, including strategic sourcing related to suppliers within European rail industry, contract management of multimillion rail contracts, key account management of top clients, managing sales and operation for a business unit with a turnover of 250 mill DKK employing 35 people in 5 different countries.