Responsible for production, service, maintenance,
customer support and finance for TDC NET's wired
infrastructure (Copper, COAX and Fiber)

Responsible for 120 employees and 4 department

managers - Supported by an offshore team of approx.
100 employees

Develop and implement of strategy and goals

CAPEX and OPEX responsible for DKK 0,5 billion

Leading role in contract negotiations with

subcontractors
Results:

In 2 years achieved an increase in the employee

satisfaction survey for direct reference and units

Visible KPIs for employees and management, using

Power BI

Created an environment where knowledge sharing,

and collaboration became natural in own unit as well
as collaborating units.

Excellent “leadership group evaluation”, 10 out of 10 in

the leadership role and trust in me as a leader (report
prepared by CFL)
- Strategic KPIs achieved several years in a row

End-to-end responsible for production of separation
equipment

Responsible for 60 employees and 3 department heads

Participation in major maintenance contract negotiations

Interdisciplinary collaboration to achieve standards within,

procurement, quality, production setup, work environment
and safety

Stakeholder management, effective dialogue

between shop stewards, customers, HR, etc.
Results:

Driving person in successful relocation of factory from Søborg

to Krakow, including central link to get Danish and Polish
culture to play together

Corporate culture change: Break down silo thinking and

elevate collaboration across departments

LEAN optimization of production line, financial gain of

approx. 2m DKK as well as more stable operation and less
maintenance

Implemented trust-based management, the effect was

higher well-being and efficiency

Improved quality and compliance with specifications

through systematic problem solving