A journey through 40 years of leadership.
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Strategic advisory and interim leadership.
Strategic sparring and business development – contributing to the Academy and digital solutions.
Safety culture, learning and competence development through new processes, tools and strategic partnerships.
Strengthening safety culture and competence development
Further develop the safety culture and strengthen competence development.
Implementation of the Academy platform (the Verdis app), partnerships with external training providers and targeted development of the safety work.
- A 25 % reduction in material damage and personal injuries.
- A more systematic approach to learning and competence development.
Strategic operations leadership and contract delivery – public transport in Copenhagen and six other cities.
Organisational development in a process of change
Support an organisational development focused on stronger local anchoring.
Worked on organisational development and the Danish adaptation of the organisation within an international group.
- When a new group strategy changed the project's framework, the assignment was adapted along the way – providing valuable experience in leading organisational change in an international environment where conditions can shift quickly.
Operational leadership and organisational development in Odense and Hvidovre. Strong gains in satisfaction, safety and absence.
Stabilisation after a difficult contract start
When I joined Keolis Odense as Head of Operations, the task was not to mobilise a new contract but to stabilise an organisation after a difficult contract start. The focus was on creating coherence between leadership, operations and employees.
The effort resulted in documented improvements across the entire organisation:
Contract implementation, partnership development and a digital driver portal.
Contract management, quality and customer experience. Initiated Vores FynBus.
Competence development with documented effect
Developed and implemented the Academy concept 'Vores FynBus' as part of strengthening competences and customer service.
- The effort was followed by the Customer Service Award from Passagerpulsen, the Danish passengers' watchdog.
Operations leadership and contract delivery on Funen – staff, finances, work environment and authority collaboration.
Operations leadership and organisational development in West Zealand.
Traffic operations, quality and operational leadership – the foundation of my leadership approach.
Quality that lasts
As Manager Quality Assurance, I produced a quality manual for a safety-critical organisation.
- The manual is still in use more than 20 years later.