Procurement and offshoring 

Led regional off-shoring and procurement for Maersk Line global to become cost leader.

Leadership for engagement 

Led a multicultural transport organization of 30 nationalities from global bottom 10% engagement score to top 10%.

Organisational transformation 

Designed and implemented a new global organization as part of making Maersk a lean and effective company.

Liner contracting 

Contract analysis and revenue optimization in connection with terminal customer negotiation.

Customer mix optimisation

Financial analysis and strategic option mapping to identify mix with highest P&L impact.

Commercial strategy and execution 

Commercial terminal strategy from liner perspective including proposition with virtual equity.

CRM design and implementation

Customised Terminal CRM design and implementation. Lowest industry system cost targeted and delivered.

Outsourced financial modelling 

Outsourced financial modelling for ports and terminals based on best practise models beyond the big standard models.

Terminal strategy execution platform 

Online strategy platform and process, for development and execution of annual strategy cycle.

20% top line drive

Secured new customer base with local operator increasing top line potential by 20%.

Investor sourcing 

Establishing platform and connecting global institutionals with niche port fund.

Turnaround project

Facilitated major turnaround through risk/return optimisation with regional ME operator.

Business development

Strategy development and execution lead for major SWF in the ports sector.

Commercial due diligence

M&A related commercial due diligence of mid sized port and terminal in Scandinavia for global fund.

LEAN optimization

Through leadership and LEAN optimization, moved an operational system and major supply chain across 21 countries from 50% to 95% reliability.

Bunker saving transformation

Led global bunker transformation, positioning Maersk Line as market leader in energy efficiency.

Divestment execution

Divested major non-core assets with book value impact of $50 million plus.

Strategic client acquisition

Developed and concluded anchor
 liner deals providing more than 2 million TEU secured volume

Portfolio optimisation

Executed portfolio optimization strategy with P&L impact of $100 million plus.

International growth and expansion

Secured port investments across Europe, Latin America and Asia in excess of $2 billion.

Investment pipeline development

Built a pipeline of 50+ high value port terminal targets for leading port operators.

Budget review

Budget review support for leading operator in Europe, South East and North East Asia.

Business case evaluation

Evaluation of business cases for new terminals, expansions, mergers and acquisitions in Belgium, Italy, France, Morocco, Vietnam, Thailand, Indonesia, New Zealand and South Korea.

Terminal finance implementation

Led building of regional finance structure for South East and North East Asia terminal portfolio.

Financial benchmarking

Lead on implementation of CFROI (”value added” measure) with major operator group-wide.

Terminal portfolio valuation

Led valuation team on CSX World Terminals global portfolio transaction (acquired by competitor DP World for $1.1 billion).