May 2025 – Present · 10 mos · On-site

May 2022 – Apr 2025 · 2 yrs 11 mos · Brandenburg, Tyskland

• Winner of Skytrax World’s Most Improved Airport Award 2025
• Winner of Airport Innovation Award 2023 (by International Airport Review)
• Implemented BER Runway, the world’s fasted virtual queuing solution to reach 1 million bookings
• Completion of the full vertical biometric journey (curb side to aircraft seat)
• more than doubled self service check-in and bagdrop utilisation
• First full scale implementation of full AI managed turnarounds at a European airport

Sep 2020 – Apr 2022 · 1 yr 7 mos · Stockholm, Stockholm County, Sweden

• Leading Menzies Aviation in Northern Europe (+2000 employees) including the position as Managing Director (MD) of the entities in Denmark, Norway and Sweden. Product portfolio includes Ground Handling, Lounges and Cargo Handling. Full P&L, safety, commercial, operational, financial, strategic and business development responsibilities in the region.

Apr 2019 – Aug 2020 · 1 yr 4 mos · Bengaluru, Karnataka, India

• Bangalore International Airport (BLR) was the fastest growing major airport in the World in 2018/19, serving 34 million passengers. COO areas of responsibilities included Aviation Safety, Security, Landside, Terminal & Airside Operations, Engineering & Maintenance, IT Operations and Projects, Enterprise Risk, Marketing. Furthermore leadership of 85 % of staff at Bangalore International Airport Ltd (BIAL) plus external contractors - approximately 4000 employees in total. Major projects delivered include, but not limited to, commissioning of CAT III B runway as well as curb to gate biometric passenger journey. Won the Skytrax award for best airport in Central Asia 2020.

Oct 2017 – Mar 2019 · 1 yr 5 mos · Brussels, Brussels Capital Region, Belgium

• ACI Europe Facilitation and Customer Services Committee. Duty performed while being employed by Copenhagen Airports.

Jan 2016 – Mar 2019 · 3 yrs 2 mos

• Areas of responsibility:
• Passenger experience at Copenhagen Airports
• Operational planning and development of passenger processes
• Landside and terminal operations related to the travel value chain
• Terminal ambience, information and wayfinding
• Operational & Capacity analysis
• Optimization programs
• Behavioral design
• Customer Service
• Service level agreements & Performance management
• International capacity and optimization consultancy projects
• Additionally,
• Member of CPH Customer Service & Operations leader team
• COO/SVP stand-in on chairmanship and board meetings
• Airport Duty Manager (highest ranking operational officer at the airport)
• Member of CPH Space commission
• Member of steering committee for CPH capacity program (Pier E, T2 Airside Terminal Expansion West, Central Security Check, Bag Drop Expansion, T3 Landside, T3 Airside Terminal Expansion, Forecourt West etc.)
• Achieved honours:
• Skytrax Best airport in Northern Europe 2017 & 2019
• Skytrax Best airport immigrations in Europe and number 4 in the world 2018
• ATRS Most efficient airport in Europe 2016, 2017 & 2018
• Nominated for Best PRM Services in Europe by ACI 2017 & 2018
• Nominated as Best airport +25 Million passengers by ACI 2018
• Best wayfinding in European Airports by ASQ 2017

Dec 2011 – Jan 2016 · 4 yrs 1 mo

• Responsible for cross functional project management, the operational project portfolio, development and implementation of the operational strategy, daily operational planning of vital areas like check-in and security, various analysis (capacity, operational and commercial), operations of the airports resource management system and international consultancy projects.
• Achieved results:
• 26 % increased utilization of the existing check-in capacity.
• 42 % improved throughput per employee in the central security check. Copenhagen Airports were awarded the Skytrax award for the world’s best security in 2013 & 2014.
• 90 % reduction in consultant related costs compared to baseline 2009. The methodology for doing capacity analyses developed in Airport Optimization is being considered world class, and is now directly used by the leading software companies focusing on forecasting and capacity planning tools for airports.
• 50 managers and key employees across operations are now actively involved in the strategy process, which has contributed to increased understanding of, and commitment to delivering the strategy.
• 100 % of investment request from operations were approved during the budget process 2013. This was a direct effect of an improved quality control, prioritization and portfolio management of investment initiatives.
• Service Level Agreement between airport and ailines designed and negotiated, and outcome is considered industry best practice.
• Founder of European network group for departments with similar areas of responsibility. 15 of the largest European airports participate.
• International consultant projects in +10 airports
• 3 % increased efficiency across operations by implementing a standardized resource management tool.

Sep 2010 – Nov 2011 · 1 yr 2 mos

• Establishment of the first operational analytics department in CPH. Focus on developing a methodology of improving operational planning of the airport infrastructure in order to increase capacity utilisation.

Oct 2008 – Aug 2010 · 1 yr 10 mos

• Financial advisor for the COO.
• Documented results:
• Development and design of a new, balanced scorecard inspired, monthly management report.
• Establishment of existing framework of KPI’s and PI’s. Number of KPI’s is now around 10 enabling the airport to focus on the most important key figures.
• As the first to be employed as business partner, I was heavily involved in defining the role by ensuring value creating financial support to the organization – and also building trust and increasing level of transparency. A key success factor was the creation of an extensive network throughout all hierarchic levels from CEO, Senior VP’s, directors, managers and blue collar workers.
• 3 % reduction of the operational cost base via an intensive cost saving program.
• Introduction of airport benchmarking framework.

Sep 2004 – Oct 2008 · 4 yrs 1 mo

• Areas of responsibility: Cabin operations, inflight, fueling, technical maintenance, cargo.
• I had direct reference to the CFO and was part of the Cabin management team.

Jul 2003 – Aug 2004 · 1 yr 1 mo

• Areas of responsibility: Profitability analysis of shipping routes, cost control of fuel, establishing KPI framework and securing correct calculation.

Sep 1996 – Aug 1998 · 1 yr 11 mos