Kolding, Region of Southern Denmark, Denmark
I help companies remove structural constraints that limit execution, profitability, and growth. I am typically brought in when complexity has overtaken clarity and when operating models no longer scale, costs lack transparency, data ownership is unclear, or core services are too fragile to support ambition. My focus is to reset direction, simplify decision-making, and turn technology and digital capabilities into dependable business enablers. My work spans strategy through execution: redesigning operating models, aligning governance and investment priorities, restoring control of data and processes, stabilizing operations, and reducing risk—while freeing capacity for growth and transformation. I am known for combining strategic clarity with hands-on delivery. I work closely with leadership teams to challenge assumptions, build trust, and ensure that change sticks, not just on paper, but in how the organization operates day to day. Driven by progress, accountability, and results, I focus on creating momentum, developing leaders, and leaving organizations stronger, simpler, and ready for what comes next.
Problem: Organizations struggle to turn digital ambition into business results. Growth is constrained by fragmented operating models, unclear ownership, rising technology cost, and low confidence in execution. Leadership teams often lack an objective, experienced partner who can challenge assumptions, align priorities, and convert complexity into decisions that stick. Solution: We provide executive-level digital and IT maturity advisory grounded in real transformation experience. I work directly with leadership teams to assess maturity, define clear strategies, redesign operating models, and translate ambition into executable roadmaps. Engagements combine strategic direction with hands-on leadership, covering governance, operating models, data ownership, cybersecurity, sourcing, and technology foundations while building internal capability and accountability. Result: Companies gain clarity, control, and momentum. Digital investments become transparent and value-driven, operating models scale with growth, execution risk is reduced, and leadership teams make faster, better decisions. Monoceros becomes a trusted transformation partner, delivering measurable business outcomes, not theoretical strategies.
Problem: A 30-year-old operational model with fragmented product data, unclear ownership, and rigid IT systems was slowing growth, time-to-market, and innovation. Solution: Redesigned the entire business and IT operating model, replacing legacy structures, aligning governance with business strategy, modernizing landscape, and embedding cross-functional collaboration and data ownership. Result: A new customer journey, enabled a scalable operating model, accelerated product launches, improved conversion rates, and reduced IT spend. Cybersecurity maturity increased from 3.9 to 6.6 (auditor score) within a year, while IT became a fully integrated business partner.
Problem: Digital initiatives were fragmented, slow, and disconnected across the organization, preventing SGRE from capitalizing on digital innovation. Solution: I built and led the Digital Foundation from scratch, introducing agile teams, DevOps, cybersecurity integration, and unified digital governance across IT, OT, security and business. Result: A digitalization power house producing solutions that allows SGRE faster customer engagement, better forecasting and project insight, higher quality and throughput, better operational transparency, new revenue streams, internal optimization and cost savings.
Problem: Two global wind turbine OEM’s with distinct systems, processes, cultures, and dependencies had to merge without disrupting operations while detaching from Siemens AG governance. Solution: I led the IT merger program, the team creating a unified infrastructure and establishing a governance model balancing speed with compliance and facilitated major synergies, cutting IT complexity and cost, and securing a global outsourcing contract to stabilize long-term operations. Delivered full collaboration and communication tools to 27,000 employees on Day One. Result: Achieved operational independence from Siemens AG, unlocked merger synergies accurse capabilities, and stabilized global IT operations. Reduced business complexity and established a foundation for future business growth.
Problem: The organization was overextended, and lacked internal alignment and trust ahead of a critical merger with Gamesa. Solution: I restructured IT into a “Plan–Build–Run” model, clarified roles and accountability, ensured the right team, and introduced cost transparency and stakeholder alignment. Result: Restored trust with the business, increased delivery speed, reduced service complexity, and improved employee engagement, ensuring both IT and business readiness for the upcoming merger.
Problem: Fragmented governance models leading to operations inefficiencies and unclear ownership, inconsistent service levels, and limited agility. Solution: Introduced a cloud-first and automation strategy, new governance anchored in business needs, and standardized global retail (Store-in-a-Box) and ERP services. Result: Business anchored priorities, deliveries and clearly aligned ownership, Increased service quality and throughput with same head count level, Higher operational maturity and reduced IT spend while supporting ECCO’s global expansion.
Problem: Frequent IT disruptions and lack of process standardization caused poor reliability and reactive operations, Siloed departments, unclear and unaligned expectations. Solution: I introduced ITSM frameworks, automation, and a culture shift from “firefighting” to continuous improvement with collaboration as the default. Result: An organization that scaled despite of increased demand with stabilized operations, raised user satisfaction, improved service predictability, and reduced vendor costs through smarter contracting.