Mar 2023 – Dec 2025 · 2 yrs 9 mos · Copenhagen Municipality, Capital Region of Denmark, Denmark · Remote

• Leading the global team for customs clearance products, encompassing all import, export, transit and related add-on services, across 134 countries. A combined product and platform ownership, equally focused on the commercial side as well as our digitalization.
• My main focus was to integrate customs, which largely came to Maersk through acquisition of KGH and Vandegrift, as an embedded part of the end 2 end offering within Maersk, while building customs excellence products targeted to specific industries and becoming a true digital-first global customs service provider.
• A key enabler and achievement has been the scale-up and globalization of an in-house built tech-platform for customs execution, which facilitated product harmonization, connection with Maersk logistics systems, customs visibility, global integration capabilities, process automation and end2end capability across the globe, covering 85% of Maersk global volume by end of 2025.
• Together we aimed to shape the future of customs and international trade by connecting the world, with a true global offering underpinned by advanced technologies for cost reduction, reliability, visibility and compliance that could turn customs complexities into a competitive edge for our clients.

Oct 2020 – May 2023 · 2 yrs 7 mos

• As part of the combined European leadership team for Maersk Customs Services and KGH's executive leadership team, my focus is to plan, execute and support the development and implementation of our overarching strategy, with a strong focus on driving our combined business and digital agenda towards a digital transformation of our business, and our industry.
• The organisation covers 1450+ employees in 23 countries, yearly serving more than 50 000 companies with a seamless and optimized international trade.

Apr 2020 – Jan 2021 · 9 mos

• Acting Managing Director for the Nordic Area during the initial turbulence following covid-19, balancing priorities for day-to-day business while also driving the long-term strategic agenda of the area during a very challenging period for the business. We where also successfully preparing for Brexit and completing the first step of integration with Maersk.
• We managed to keep progress in all our most important strategic initiatives while also maintaining good service and healthy finances. An achievement we were very proud of as a leadership team and area.
• The area have 500+ employees in 4 countries among 20+ locations, performing a majority of KGH's and Maersk's customs services in Europe.

Jan 2017 – Oct 2020 · 3 yrs 9 mos

• Working closely with all levels of management to drive, lead, support or suggest strategic initiatives to develop our business, primarily from an Operational Excellence and Digital Transformation perspective. Helping the organization to build capabilities, systems and processes needed to execute our strategies and deliver bottom-line results, and ensure those results sustain. Closing the gap between strategic priorities and day-to-day business challenges.
• Mainly managing projects and programs, contribute as member or chair of steering groups and relevant commitees, monitoring progress, conduct complex business analyses, business modelling, process re-design and communicate progress and direction through reports and presentations to the staff and management teams in the regions and business areas. Also functioning as a catalyst or coach for ideas from the business, helping and supporting local initiatives for development.

Oct 2013 – Dec 2016 · 3 yrs 2 mos

• Responsible for KGH operations in Svinesund and an office employing about 30 full-time equivalents. I focused a lot on employee engagement as well as process improvements for efficiency and quality. We rebuilt the office, established new roles, re-designed several processes, invented a new unique turnus set-up in collaboration with the union and introduced both new services and several new routines to ensure compliance and efficiency. We also assumed key roles in several of the biggest projects in KGH at the time.
• Over the years we:
• Reduced waiting times by 45%
• Reduced overtime by 60%
• Increased office productivity/hour by 11%
• Re-designed processes saving several FTE's of work so that we could on-board new clients with existing work-force
• Built up a local back-office and management team
• On-boarded KGH Nordics biggest client at the time
• Established several routines later seen as best practice and rolled out in other offices
• In the process, we also catalyzed an exciting career for several people from the office now assuming key roles in and outside KGH.

Nov 2010 – Oct 2013 · 2 yrs 11 mos

• In this role I was administrating customs processes for our clients, ensuring compliance with customs regulations for transportation of goods across the border between the EU and Norway. Working closely with both Norwegian and Swedish/EU customs built an expertise in processing import, export, transit and warehousing both into the EU and into Norway.
• Over the years I was gradually evolving into a person that was jumping around helping more or less all departments in both Sweden and Norway with any customs procedure or client, as well as introducing new employees and educate them. This period of my career gave me an important foundation, still being one of very few with thorough knowledge on how to operate in more or less every major service we provide.

Aug 2006 – May 2010 · 3 yrs 9 mos · Strömstad, Sverige

• For several years, active as a rowing elite athlete and part of the Swedish national team. Among the world's top 10 rowers in my class the two last years before I quit. I stopped rowing at international level due to the birth of my first child.