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Business leader with strong digital transformation genes
Eg Nicolajsen
,
Klampenborg, Denmark
Experience
Other titles
Skills
I'm offering
I have a very generic profile, but with digitalization as a core in all I have done. Starting my business career in the telecommunications industry where we had to dismiss 10% of our employees per year while we grew massively on the number of customers I have learned that digitalization is a multi-skill set that takes you to understand the tech side, the business side, the strategy and not the least the human side. In the telecommunications industry, it demanded massive changes in IT platforms to make a fast-growing company still being operational when we constantly did people reductions. I have worked with business setting demands to IT platforms for about 20 years and in the last 6 years, I have worked in the start-up world where I have been functioning as the CPO in both SpeechMiners and Ratoong two Danish Startups.
Markets
United Kingdom
(Remote
only)
Lithuania
(Remote
only)
Rest of Euro area
(Remote
only)
Denmark
Norway
(Remote
only)
Sweden
(Remote
only)
Finland
(Remote
only)
Links for more
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Industries
Language
Danish
Fluently
English
Fluently
Swedish
Good
Available
My experience
2017 - ?
job
Founder and CEO
RATOONG.
RATOONG is the global and future platform for searching and rating ski resorts. We are like a
tripadvisor meeting Vivino. Based on the ratings of approx. 25 parameters including SUSTAINABILITY
and our algorithm we can help reduce the 35% ending up in a non-matching ski resort. We also help the
#skiresorts with insights they can't find any other place.
Come try us on www.ratoong.com or just reach out to me here.
tripadvisor meeting Vivino. Based on the ratings of approx. 25 parameters including SUSTAINABILITY
and our algorithm we can help reduce the 35% ending up in a non-matching ski resort. We also help the
#skiresorts with insights they can't find any other place.
Come try us on www.ratoong.com or just reach out to me here.
Sustainability, Ceo, ME, UP, Founder, Platform
2014 - ?
freelance
Mentor & Advisor
Freebeementor.com.
Coming from the corporate world I now help start-ups. I mainly mentor companies that are TECH and within: strategy, organizational structure, operations and processes, sales, service.
I know that pulling corporate way of thinking over a start-up will slowly kill the start-up. Due to my time,
especially in Silicon Valley and at Stanford University during my MBA, gave me insight on how to managed start-ups.
I believe that if you don't disrupt your existing business you will be disrupted, but to grow a disrupter you
need some degree of corporate thinking mixed with the extreme drive and innovation of the start-up. It
is in this mixed field I offer mentoring and advisory.
In my time as mentor I have helped +140 start-ups mainly within the tech space and I won the prize as Mentor of the Year 2014 @startupbootcamp. Following are some start-ups that I have offered
mentoring: Noisli, Woomio, BeaconLab and MusicSense (won Nordic Venture Forum), Match My
Thesis, NeoWarm, MyMonii and many others within DK and EU - I also been supporting business
angels.
I know that pulling corporate way of thinking over a start-up will slowly kill the start-up. Due to my time,
especially in Silicon Valley and at Stanford University during my MBA, gave me insight on how to managed start-ups.
I believe that if you don't disrupt your existing business you will be disrupted, but to grow a disrupter you
need some degree of corporate thinking mixed with the extreme drive and innovation of the start-up. It
is in this mixed field I offer mentoring and advisory.
In my time as mentor I have helped +140 start-ups mainly within the tech space and I won the prize as Mentor of the Year 2014 @startupbootcamp. Following are some start-ups that I have offered
mentoring: Noisli, Woomio, BeaconLab and MusicSense (won Nordic Venture Forum), Match My
Thesis, NeoWarm, MyMonii and many others within DK and EU - I also been supporting business
angels.
Operations, Innovation, Mentoring, Mentor, SoMe, Sales, Service, It, Processes, ME, UP
2013 - 2014
job
COO, Sales- & Service Director
Fullrate A/S.
Headhunted to lead and transform 7 teams (2 customer service, 2 technical support, 1 backoffice and BtB service, 2 sales teams and 2 specialists - approx. +100 FTE's) to become better in sales, customer
satisfaction and more efficient. Part of Fullrate board of directors and top management team setting the strategic direction. Fullrate and M1 was merged during my time and I headed the customer oriented
part of the migration of approx. 150.000 customers from 1 billingplatform to another including product
changes and changes in billing procedures. I terminated in Fullrate due to organizational changes.
Focus areas exceeding the migration have been:
•Taking sales to the next level (in a service & support organization) that has been selling since 2010 -
sales on products lifted with approx 300% in 1 year.
•Build up outbound sales - team builded up in less than 3 months and sales targets reached - before
moved to TDC - approx. 6 products per headcount.
•Lead managers securing improved sales, improve saverate, better efficiency and cross selling -
saverate kept on approx. same level on broadband but improved from 17% to 51% in just 6 months on
mobile customers. Efficiency improved in some departments with approx. 25%. Cross selling improved in some departments with up to 700%.
•Leading re-introduction of Fullrate on Facebook and setting the strategic direction in regard to social
media.
•Improved customer satisfaction - improved from 71,9 to 74,3 in less than one year though above
mentioned customer migration.
•Improve employee satisfaction - employees and especially managers in my departments became the most satisfied employees in the company and improved though tough times.
•Developed performance based salary model to be implemented.
•Optimizing processes and create more online service for selfservice.
Fullrate (approx. 140 FTE) is Denmark third largest broadband supplier also offering mobile and TV to approx. 300.000 customers through cutting edge technologies.
satisfaction and more efficient. Part of Fullrate board of directors and top management team setting the strategic direction. Fullrate and M1 was merged during my time and I headed the customer oriented
part of the migration of approx. 150.000 customers from 1 billingplatform to another including product
changes and changes in billing procedures. I terminated in Fullrate due to organizational changes.
Focus areas exceeding the migration have been:
•Taking sales to the next level (in a service & support organization) that has been selling since 2010 -
sales on products lifted with approx 300% in 1 year.
•Build up outbound sales - team builded up in less than 3 months and sales targets reached - before
moved to TDC - approx. 6 products per headcount.
•Lead managers securing improved sales, improve saverate, better efficiency and cross selling -
saverate kept on approx. same level on broadband but improved from 17% to 51% in just 6 months on
mobile customers. Efficiency improved in some departments with approx. 25%. Cross selling improved in some departments with up to 700%.
•Leading re-introduction of Fullrate on Facebook and setting the strategic direction in regard to social
media.
•Improved customer satisfaction - improved from 71,9 to 74,3 in less than one year though above
mentioned customer migration.
•Improve employee satisfaction - employees and especially managers in my departments became the most satisfied employees in the company and improved though tough times.
•Developed performance based salary model to be implemented.
•Optimizing processes and create more online service for selfservice.
Fullrate (approx. 140 FTE) is Denmark third largest broadband supplier also offering mobile and TV to approx. 300.000 customers through cutting edge technologies.
Facebook, Management, SoMe, Customer service, Sales, Service, TV, Less, Support, Direction, Online, BTB, Social, Processes, Customer, UP
2010 - 2013
job
Head of Customer Service
Experian.
Headhunted to run the transformation of Customer Service:
• Moving all Customer Service functions from Silkeborg to Copenhagen incl. knowledge transfer
between new and now former employees
• Transforming Customer Service to a modern unit also optimizing processes (service and delivery) and production using LEAN management / KAIZEN
• Stand-in leading the SME sales unit between different sales managers, and building retention team
• Responsible for all customer initiatives and implementing Happy Customer concept in all parts of the business resulting in rise on customer satisfaction from 3 to 24
• Responsible for leading people engagement in the Danish part of Experian Nordics (results unknown when I terminated)
• Driving KPI initiatives in all of Nordics and Baltic's on behalf of the CEO for Nordics
• Part of Experian DK top-management group
Experian A/S is the world leading Credit Information company with more than 15.000 employees in more than 40 countries. Experian Nordics is about 300 employees.
• Moving all Customer Service functions from Silkeborg to Copenhagen incl. knowledge transfer
between new and now former employees
• Transforming Customer Service to a modern unit also optimizing processes (service and delivery) and production using LEAN management / KAIZEN
• Stand-in leading the SME sales unit between different sales managers, and building retention team
• Responsible for all customer initiatives and implementing Happy Customer concept in all parts of the business resulting in rise on customer satisfaction from 3 to 24
• Responsible for leading people engagement in the Danish part of Experian Nordics (results unknown when I terminated)
• Driving KPI initiatives in all of Nordics and Baltic's on behalf of the CEO for Nordics
• Part of Experian DK top-management group
Experian A/S is the world leading Credit Information company with more than 15.000 employees in more than 40 countries. Experian Nordics is about 300 employees.
Lean, Management, Customer service, Sales, Service, Transformation, Ceo, Retention, KPI, Production, Kaizen, Processes, Customer
2009 - 2010
freelance
Own company / free lance consultant
www.eg-co.dk.
Assignments for:
"Sirius Telecom" handling the process on a complete business-plan on a new start-up company
including business-concept, financing and management.
"Giovanna Gustincich" creating a concept for a manager cource on strategy, innovation and change
management.
"Tech View" driving an innovation process of a spin-off product in the company
"Sirius Telecom" handling the process on a complete business-plan on a new start-up company
including business-concept, financing and management.
"Giovanna Gustincich" creating a concept for a manager cource on strategy, innovation and change
management.
"Tech View" driving an innovation process of a spin-off product in the company
Innovation, Management, Telecom, UP, Manager
2007 - 2009
job
Manager, Customer Care BtB
Telia.
Recruited internally to manage operations and project management of new initiatives. Around 65
employees and 5 team leaders - both specialists and generalists. Results and assignments:
• project management of new initiatives also IT implementations and LEAN optimizations
• turnaround of department in 4 months and goals reached within quality, productivity and HR areas
• in- and outsourcing of 30 employees and their related work assignments
• implemented 2 different bonus models raising productivity with about 50 % and quality about 20 %
• implemented sales in a department traditionally only working with service selling in +20% of all calls
• process optimization and the use of Kaizen
TeliaSonera is a top 20 tele-communications company in the world mainly focused on Scandinavia,
Baltic's and Eurasia. Telia Denmark is a branch of TeliaSonera AB with about 30.000 employees and more than 95 million customers.
The BtB Customer Service in Denmark handles more than 350000 calls and emails every year.
employees and 5 team leaders - both specialists and generalists. Results and assignments:
• project management of new initiatives also IT implementations and LEAN optimizations
• turnaround of department in 4 months and goals reached within quality, productivity and HR areas
• in- and outsourcing of 30 employees and their related work assignments
• implemented 2 different bonus models raising productivity with about 50 % and quality about 20 %
• implemented sales in a department traditionally only working with service selling in +20% of all calls
• process optimization and the use of Kaizen
TeliaSonera is a top 20 tele-communications company in the world mainly focused on Scandinavia,
Baltic's and Eurasia. Telia Denmark is a branch of TeliaSonera AB with about 30.000 employees and more than 95 million customers.
The BtB Customer Service in Denmark handles more than 350000 calls and emails every year.
Project Management, Operations, Lean, Management, Customer service, Sales, Service, Process optimization, Outsourcing, It, Turnaround, BTB, Kaizen, Bonus, Customer, Manager
2004 - 2007
job
Teamleader
Telia.
Managing operations of 3 different back-office departments within activation of new customers on fixed
line, data and mobile and key stakeholder of the development of new automated activation-system. Up
to 48 in direct report. Results and assignments:
• removing backlog of more than 36.000 customers in 3 months
• digitalizing of the activation process now handling more than 90 % of all new customers
• implemented LEAN management and self organizing teams to optimize processes in the 3
departments and to obtain better quality and motivation. (Today self-organizing teams are used in all of Activation and customer-care due to the results)
Activation is the department where all new customers gets activated so they can use their services, and run through the number-portability process. The 3 departments activate around 400.000 customers
yearly.
line, data and mobile and key stakeholder of the development of new automated activation-system. Up
to 48 in direct report. Results and assignments:
• removing backlog of more than 36.000 customers in 3 months
• digitalizing of the activation process now handling more than 90 % of all new customers
• implemented LEAN management and self organizing teams to optimize processes in the 3
departments and to obtain better quality and motivation. (Today self-organizing teams are used in all of Activation and customer-care due to the results)
Activation is the department where all new customers gets activated so they can use their services, and run through the number-portability process. The 3 departments activate around 400.000 customers
yearly.
Operations, Lean, Management, Motivation, Office, Development, Processes, Customer, UP
2003 - 2004
job
Customer consultant
Telia.
I focused on improvements in our handling of customers and was part of a group that collected
information on customers' opinion on products and services.
information on customers' opinion on products and services.
Customer
2001 - 2003
freelance
Consultant / owner
dialo / Scanweb.
Running all 3 below simultaneously:
Self-employeed consultant / started the company dialo
dialo was started together with a former colleague. Focus was to help customers building and strengthen relationships through the use of CRM systems. I was responsible for building a strategic
partnership with Superoffice as preferred CRM system.
Consultant at Scanweb A/S
Interim sales coordinator responsible to conduct the planning of sales and marketing activities, and to support the selection and development of customer's relations.
Consultant at KL Marketing
Interim Project Manager at KL Marketing with a wide range of responsibilities supporting the CEO.
Focus was on improving the company's business in the Baltic's and to ensure the quality of large
projects within outsourced marketing activities for the largest strategic customers.
Self-employeed consultant / started the company dialo
dialo was started together with a former colleague. Focus was to help customers building and strengthen relationships through the use of CRM systems. I was responsible for building a strategic
partnership with Superoffice as preferred CRM system.
Consultant at Scanweb A/S
Interim sales coordinator responsible to conduct the planning of sales and marketing activities, and to support the selection and development of customer's relations.
Consultant at KL Marketing
Interim Project Manager at KL Marketing with a wide range of responsibilities supporting the CEO.
Focus was on improving the company's business in the Baltic's and to ensure the quality of large
projects within outsourced marketing activities for the largest strategic customers.
Marketing, Project Manager, CRM, Sales, Support, Ceo, Coordinator, Development, Interim, Super office, Customer, Manager
2000 - 2001
job
Sales & Marketing Manager
Deus Ex Machina.
Responsible for the execution of sales and marketing plans including direct sales and partner-sales.
Partly responsible for building up and developing the company strategy and business plan. Results:
• Build-up partner agreements with 10 of the greatest IT-solution companies in less than 4 month.
Partly responsible for building up and developing the company strategy and business plan. Results:
• Build-up partner agreements with 10 of the greatest IT-solution companies in less than 4 month.
Marketing, Sales, Less, It, UP, Manager
My education
2003
-
2005
Copenhagen Business School - Handelshøjskolen
MBA, Technology, Market and Organisation
MBA, Technology, Market and Organisation
1991
-
2000
Roskilde Universitet
BA, Business and Philosophy
BA, Business and Philosophy
1986
-
1989
Ordrup Gymnasium
Gymnasium, Generic high school education
Gymnasium, Generic high school education
1979
-
1985
Public School Public School
N/a, N/a
N/a, N/a
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