Maersk Line A/S August 2014 - at PresentI work as a Senior Finance Business Partner in the North Europe Region where I help shape the finance function of the future in a global finance transformation project. We're moving almost all finance staff from the frontline to global service centres. Teams that only a handful of years ago consisted of several hundred people are now down to pure business finance teams supporting the front line. Consequently, the global service centres take end-to-end responsibility for processes and tasks and can make significant improvements the former teams could only dream about.
I work with defining what good finance business partnering looks like and how the remaining teams can accelerate their value adding activities. In addition, I have been the project manager on a cost saving project where we several years running have saved upwards to USD 100M. I set the direction for the region and facilitate knowledge sharing sessions to discuss how to come up with new savings ideas.
Maersk Drilling USA Inc January 2012 - July 2014My ambition at Maersk Drilling USA Inc. was to introduce the concept of finance business partnering and bring the team closer to the business. At the same we needed to streamline the transactional processes to free time for more partnering. We did this by automating, eliminating and digitizing wherever possible. Eventually, we could close the books in 1 day (down from 4 days) and handle 200% business growth without adding any significant resources.
To boost the business partnering, we introduced new management reporting formats, hired interns and eventually a financial analyst to do more analysis of cost and revenue items to improvement the bottom line. Some of our major achievements were facilitating a cost saving program where we achieved multi-million dollar savings and helping Commercial better understand the impact of the escalation clauses in the drilling contracts also with a multi-million dollar impact.
Maersk Drilling A/S December 2009 - December 2011At Maersk Drilling's headquarters, we had a focus to close the books faster and increase the monthly, quarterly and yearly close process. At the same time, we wanted to partner more with the business and became part of asset teams where we were part of business discussions with Operations and Commercial on how to improve overall profitability.
One important project I took charge of was implementing Beyond Budgeting in Maersk Drilling. We needed to create a process where we could do a quarterly forecast, a yearly target setting and a continuous resource allocation. More importantly we needed to gain buy-in from the business to go through with the change and abandon budgets. Implementing a new process is easy but changing behaviours and mindsets are much more difficult.
A.P. Moller-Maersk February 2007 - November 2009In Group Accounting, I worked with consolidating the Groups business units and the overall financial statements of A.P. Moller-Maersk. We focused on improving processes and closing the books faster to speed up reporting to the Danish Stock Exchange. We also introduced quarterly statements to increase transparency for investors as well as comply with new regulation.
I quickly became a systems expert in using the Group consolidation system, HFM and I was able to provide training to other users as well as make better use of the system by introducing validations.
M.Sc. Finance & Accounting
Copenhagen Business School
2006 - 2008
(2 years) Region Hovedstaden