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Business Consultant
Ulrik Rasmussen
,
Hinnerup, Denmark
Experience
Other titles
Skills
I'm offering
International experienced 10 years in DE, UK, SE, NO, NL, IT, PL, analytical strong and performance driven.
I have a broad experience in top management, sales and finance, as CEO, CCO and CFO.
My career includes a wide range of situations and challenges in international settings with steady controlled growth,
turnaround, green field establishment and new market penetration.
I thrive on execution and value creation in complex situations. I enjoy growing a company and to encourage and
inspire others to achieve the best.
People working together as a team and enjoying what they do simply achieve more.
I strive to make that happen, whatever the context.
I have a broad experience in top management, sales and finance, as CEO, CCO and CFO.
My career includes a wide range of situations and challenges in international settings with steady controlled growth,
turnaround, green field establishment and new market penetration.
I thrive on execution and value creation in complex situations. I enjoy growing a company and to encourage and
inspire others to achieve the best.
People working together as a team and enjoying what they do simply achieve more.
I strive to make that happen, whatever the context.
Markets
United Kingdom
Germany
Lithuania
Denmark
Norway
Sweden
Finland
Language
Danish
Fluently
German
Good
English
Fluently
Dutch
Norwegian
Good
Swedish
Good
Ready for
Larger project
Available
My experience
2018 - ?
job
CEO
Wedbox ApS.
The company is a tech start-up developing apps which connects consumers to business within the wedding
industry. The company has grown from 3 employees to 10 during 2018. Half the employees in reference
directly.
● Establishing a new team, with specialized roles creating focus and attention.
● Growth in the user base from 16.000 to 45.000 during 2018 and 150.000 in 2019.
● Developing the product range from 1 product to 4, and establishing a commercial approach to the
business - doing sales calls and BtB-sales in person, then systematizing it through bureaus and employees hired. Tripling the sales in 2018 and on the way to growing 10 times in 2019.
● Negotiating larger contracts with partners within the printing industry and software development.
● Securing capitalization through investors and venture capital loans during 2 funding rounds.
industry. The company has grown from 3 employees to 10 during 2018. Half the employees in reference
directly.
● Establishing a new team, with specialized roles creating focus and attention.
● Growth in the user base from 16.000 to 45.000 during 2018 and 150.000 in 2019.
● Developing the product range from 1 product to 4, and establishing a commercial approach to the
business - doing sales calls and BtB-sales in person, then systematizing it through bureaus and employees hired. Tripling the sales in 2018 and on the way to growing 10 times in 2019.
● Negotiating larger contracts with partners within the printing industry and software development.
● Securing capitalization through investors and venture capital loans during 2 funding rounds.
Software development, Sales, It, Apps, Growth, Ceo, Development, Software, BTB, Contracts, UP
2014 - ?
freelance
Business Consultant & Investor
Business consulting & investments.
Rearden Steel (Business consulting & investments)
Consulting
2010 - 2017
job
CEO, CFO & COO
AudioNord International.
The company sells audio products through a chain of 100 retail shops in Europe. In addition the company
produces and markets its own brand in Audio equipment both in retail and business to business.
Hi-Fi Klubben Europe is a part of the corporate group AudioNord International A/S with a top line of approximately 150 million EUR, 100 shops and about 700 employees.
Responsibility for Sales, IT, Logistics, Finance & Country Management - 10 managers in reference.
● Strategy formulation and execution of carrying the company from a Scandinavian market to the whole of Europe. First entry into the Netherlands, then into Germany - breakeven in 3 years vs. 5
years in the plan.
● Growth of the topline from 100 mio. EUR to 150 mio. EUR.
● Implementing BI-systems securing facts as to profitability on products, markets and mapping the customer journey.
● Introducing structured employee development talks throughout the organization - bringing employee
satisfaction from 4,1 to 4,7.
● Securing shift from diversified business model back to a core business model - doing so without a
real turnaround, but instead implementing a shift through a steady progress in time.
● Introducing growth planning and focus in to DK, SE and NO, bringing about new shops and growth.
● Professionalization of Finance, PM, Sourcing and Logistics.
● Acquisitions and Greenfield establishment of 20 new shops.
produces and markets its own brand in Audio equipment both in retail and business to business.
Hi-Fi Klubben Europe is a part of the corporate group AudioNord International A/S with a top line of approximately 150 million EUR, 100 shops and about 700 employees.
Responsibility for Sales, IT, Logistics, Finance & Country Management - 10 managers in reference.
● Strategy formulation and execution of carrying the company from a Scandinavian market to the whole of Europe. First entry into the Netherlands, then into Germany - breakeven in 3 years vs. 5
years in the plan.
● Growth of the topline from 100 mio. EUR to 150 mio. EUR.
● Implementing BI-systems securing facts as to profitability on products, markets and mapping the customer journey.
● Introducing structured employee development talks throughout the organization - bringing employee
satisfaction from 4,1 to 4,7.
● Securing shift from diversified business model back to a core business model - doing so without a
real turnaround, but instead implementing a shift through a steady progress in time.
● Introducing growth planning and focus in to DK, SE and NO, bringing about new shops and growth.
● Professionalization of Finance, PM, Sourcing and Logistics.
● Acquisitions and Greenfield establishment of 20 new shops.
Retail, Management, Sourcing, Sales, Audio, It, Finance, Turnaround, CFO, Growth, Ceo, Development, International, BEE, Formulation
2009 - 2010
job
Partner / Director
Optimizer I/S.
(Consulting & TurnAround)
Partner / Director, Optimizer I/S (2009-2010)
The company delivers consultancy within business counseling and optimization of operations. The services
are directed at professionalizing the business processes within sales, production, development, sourcing and administration and the coordination between these interrelated areas.
Primary customers the 2 of the 5 largest banks i DK, through their credit deparments.
● 5 successful turn-arounds assisting and leading the executive board in the process
o Analysis and 360 degrees tune-up of the business plan and the strategy
o Optimization of the general business economics, budgeting and management accounting.
o Short term optimization of credit to secure survival
* By example classic debtor and creditor control
* Changed payment terms, management of payment dates, cycles and follow-up
procedures
* Sale of not used assets, buildings and land
o Negotiation with primary customers and key suppliers
o Optimization of business processes such as pricing, production planning, staffing, pipeline
sales follow-up etc.
● 3 declined turn-arounds after first in-depth analysis of the company - adviced to liquidate the engagement.
Partner / Director, Optimizer I/S (2009-2010)
The company delivers consultancy within business counseling and optimization of operations. The services
are directed at professionalizing the business processes within sales, production, development, sourcing and administration and the coordination between these interrelated areas.
Primary customers the 2 of the 5 largest banks i DK, through their credit deparments.
● 5 successful turn-arounds assisting and leading the executive board in the process
o Analysis and 360 degrees tune-up of the business plan and the strategy
o Optimization of the general business economics, budgeting and management accounting.
o Short term optimization of credit to secure survival
* By example classic debtor and creditor control
* Changed payment terms, management of payment dates, cycles and follow-up
procedures
* Sale of not used assets, buildings and land
o Negotiation with primary customers and key suppliers
o Optimization of business processes such as pricing, production planning, staffing, pipeline
sales follow-up etc.
● 3 declined turn-arounds after first in-depth analysis of the company - adviced to liquidate the engagement.
Administration, Consulting, Management, Sourcing, Sales, Turnaround, Development, Production, Processes, UP
2008 - 2009
job
Managing Director
DMP RFID.
The company delivers logistic based solutions with a high technological content in the BtB market. The
solutions include both industrial machines and software systems. Revenue was before the credit crisis
budgeted for 2009 at approximately 8 million EUR and the operating profit at 1m EUR.
● Starting an independent business from a platform existing in the mother company.
● Establishing and hiring team from a base of 10 internal employees to an organization of 30
employees.
● Patents, shareholder agreements, contracts, finance, sales and production.
● Formulation of the strategy, action plans and execution.
● Business development from scratch. Hands-on BtB-selling, creating sales material, presentations,
videos etc. and doing the network building and sales calls, systematizing the sales process through
employees and external agencies later.
● Selection of the best fitted and most valuable potential customers and running the first
pilot-implementations with supervision on-site.
● Cooperation with the managing director in the mother company in turn-around leadership - from negative -2,5 mio. EUR profit in 2007 to +500K EUR in 2008. Introduction of sales policies, pricing
models, stringent sales reporting and follow-through, backed by a cultural transformation.
solutions include both industrial machines and software systems. Revenue was before the credit crisis
budgeted for 2009 at approximately 8 million EUR and the operating profit at 1m EUR.
● Starting an independent business from a platform existing in the mother company.
● Establishing and hiring team from a base of 10 internal employees to an organization of 30
employees.
● Patents, shareholder agreements, contracts, finance, sales and production.
● Formulation of the strategy, action plans and execution.
● Business development from scratch. Hands-on BtB-selling, creating sales material, presentations,
videos etc. and doing the network building and sales calls, systematizing the sales process through
employees and external agencies later.
● Selection of the best fitted and most valuable potential customers and running the first
pilot-implementations with supervision on-site.
● Cooperation with the managing director in the mother company in turn-around leadership - from negative -2,5 mio. EUR profit in 2007 to +500K EUR in 2008. Introduction of sales policies, pricing
models, stringent sales reporting and follow-through, backed by a cultural transformation.
Business development, Content, Leadership, Sales, Network, Finance, Contracts, Supervision, Transformation, Development, Software, Turn-around, Production, BTB, Contracts, Formulation
2007 - 2008
job
Interim Managing Director + CFO Europe
CCL NL & CCL UK.
(100 FTE + 550 FTE)
CFO, Interim
2004 - 2008
job
Director Controlling & IT, Europe / CFO Europe
unknown.
The company produces and market label solutions for the pharmaceutical industry as well as for the industrial sector in general. All the individual companies in the concern are order producing and offers
custommade products.
CCL Europe is a part of CCL Industries Inc., which employs approximately 5500 employees in 50
independent production and sales units. CCL Europe made up 12 of these units, with a top line of approximately 100 million EUR and about 550 employees.
● Day-to-day management of General Managers and top level sales employees in 10 European sites.
● 11 managers in direct reference. 7 Finance Managers and 4 IT-managers.
● Strategy development and formulation in cooperation with General Managers in the European sites.
● Management of the process of making the strategies operational and concrete.
● Management of the action plans initiated in accordance with the need to follow up on budgets and overall plans.
● Top level management of the process of reporting to the HQ in the US.
● Management of the introduction of Sarbanes-Oxley like Canadian rules (Bill 198) in the European
organization.
● Acquisitions and Greenfield establishment.
● Top level management of the budgeting process for 10 reporting units with 700 employees and a turnover of 100 million EUR.
● Initiation and management of establishing an in-house developed business intelligence system and a CRM-system.
● Optimization and general top level sales management in Europe.
● Negotiation and finalization of contracts with the major customers in Europe.
● Negotiation and finalization of contracts with the major suppliers in Europe.
● General and top level IT-management in Europe.
● Introduction of standardized IT-architecture in Europe.
● Custodial service for several business units as Interim Sales Director and Managing Director in times
of acquisitions, divestitures and normal change in management.
custommade products.
CCL Europe is a part of CCL Industries Inc., which employs approximately 5500 employees in 50
independent production and sales units. CCL Europe made up 12 of these units, with a top line of approximately 100 million EUR and about 550 employees.
● Day-to-day management of General Managers and top level sales employees in 10 European sites.
● 11 managers in direct reference. 7 Finance Managers and 4 IT-managers.
● Strategy development and formulation in cooperation with General Managers in the European sites.
● Management of the process of making the strategies operational and concrete.
● Management of the action plans initiated in accordance with the need to follow up on budgets and overall plans.
● Top level management of the process of reporting to the HQ in the US.
● Management of the introduction of Sarbanes-Oxley like Canadian rules (Bill 198) in the European
organization.
● Acquisitions and Greenfield establishment.
● Top level management of the budgeting process for 10 reporting units with 700 employees and a turnover of 100 million EUR.
● Initiation and management of establishing an in-house developed business intelligence system and a CRM-system.
● Optimization and general top level sales management in Europe.
● Negotiation and finalization of contracts with the major customers in Europe.
● Negotiation and finalization of contracts with the major suppliers in Europe.
● General and top level IT-management in Europe.
● Introduction of standardized IT-architecture in Europe.
● Custodial service for several business units as Interim Sales Director and Managing Director in times
of acquisitions, divestitures and normal change in management.
Architecture, Formulation, UP, Contracts, Interim, Production, Strategy development, Development, Contracts, CFO, Business Intelligence, Finance, Pharmaceutical, It, Service, Sales, Management, Controlling, Sales management, CRM
2003 - 2004
job
Personal Assistant for CFO
TDCs Business Division.
TDC delivers a full program of telecommunication, with the full range of service provision, installation and infrastructure. At the time of employment the company was 16.000 employees, with interest in 7 countries,
whereof 4.000 was employed in the Business Division.
Key areas of responsibility:
● Vice CFO responsibility and also actively participating as deputy for the CFO.
● Management of 4 department managers in cooperation with the CFO.
● Response and communication in general on behalf of the CFO.
● Management of ad hoc projects and tasks in the finance department.
● Top level management of the yearly budgeting process and the 3 quarterly forecast processes.
● Management of the process of quality assurance and discussion of the monthly financial reporting
before submission to HQ.
● Review of activity based and financial performance in the organization in cooperation with the CFO.
● Participation in the activities undertaken to integrate 2 major acquisitions in the business.
● Day-to-day management of the secretariat serving the CFOs activities.
whereof 4.000 was employed in the Business Division.
Key areas of responsibility:
● Vice CFO responsibility and also actively participating as deputy for the CFO.
● Management of 4 department managers in cooperation with the CFO.
● Response and communication in general on behalf of the CFO.
● Management of ad hoc projects and tasks in the finance department.
● Top level management of the yearly budgeting process and the 3 quarterly forecast processes.
● Management of the process of quality assurance and discussion of the monthly financial reporting
before submission to HQ.
● Review of activity based and financial performance in the organization in cooperation with the CFO.
● Participation in the activities undertaken to integrate 2 major acquisitions in the business.
● Day-to-day management of the secretariat serving the CFOs activities.
Personal assistant, Management, Service, Finance, Quality Assurance, CFO, Infrastructure, Forecast, Processes
2002 - 2003
job
Manager of the budget
department - TDC.
● Responsibility for 10 Employees in the budget department.
● Internal management in the finance department of 4 rolling forecasts and the final budget throughout
the year.
● Direction of the coordination between corporate and TDCs Business Division. Planning of the budget-process versus corporate. Planning of involvement of the operational departments in a
bottom-up process. Coordinating and directing budget meetings with PM and Sales- leading the
negotiation between finance/top management and the directors in the operations divisions in cooperation with the CFO.
● Presentation of key assumptions and broad facets of the budget before the director of TDCs
Business Division for utilization in proffering the budget to corporate.
● Management of work on big scale economic models. Modelling traffic revenue and profit via both
linear and non-linear statistical modelling. Econometric modelling in effect.
● Directing a project for modelling the ADSL product area. A large and upcoming product area, which
had caused much controversy in TDC. Every division declared different quantities sold, produced and serviced. Product area with 30 million EUR on top and bottom line. Through detailed analysis a
firm basis was set through various sources of data throughout the different ERP-systems used in
TDC.
● Analyses of cannibalization between different product areas by example mobile and fixed lines or
ADSL vs. cable TV generated DSL or the private vs. business market.
● Qualification of growth expectations on selected products.
● Participation in presenting the final budget to corporate with the CFO and the director of TDCs
Business Division.
● Internal management in the finance department of 4 rolling forecasts and the final budget throughout
the year.
● Direction of the coordination between corporate and TDCs Business Division. Planning of the budget-process versus corporate. Planning of involvement of the operational departments in a
bottom-up process. Coordinating and directing budget meetings with PM and Sales- leading the
negotiation between finance/top management and the directors in the operations divisions in cooperation with the CFO.
● Presentation of key assumptions and broad facets of the budget before the director of TDCs
Business Division for utilization in proffering the budget to corporate.
● Management of work on big scale economic models. Modelling traffic revenue and profit via both
linear and non-linear statistical modelling. Econometric modelling in effect.
● Directing a project for modelling the ADSL product area. A large and upcoming product area, which
had caused much controversy in TDC. Every division declared different quantities sold, produced and serviced. Product area with 30 million EUR on top and bottom line. Through detailed analysis a
firm basis was set through various sources of data throughout the different ERP-systems used in
TDC.
● Analyses of cannibalization between different product areas by example mobile and fixed lines or
ADSL vs. cable TV generated DSL or the private vs. business market.
● Qualification of growth expectations on selected products.
● Participation in presenting the final budget to corporate with the CFO and the director of TDCs
Business Division.
ERP, Management, Budget, Sales, TV, Finance, CFO, Growth, Presenting, Direction, Manager, UP
2001 - 2002
job
Business controller
TDC Internet.
● Overseeing the monthly reporting made by the accounting department.
● Conducting monthly performance reviews with presentation before the director of the company as a
combination of economic and activity based performance.
● Undertaking the detailed work in the bottom-up budgeting process in addition to performing the role
of a technical and political go-between liaising among the director and his managers in the budgeting
process.
● Overseeing the negotiations about payment for the largest product area, ADSL connectivity,
internally versus other divisions in TDC. This 'raw'-material constituted approximately 60% of the
total costs amounting to 90 million EUR. A yearlong project, which had high focus in the
organisation, as 5% deviation on the total cost would result in positive or negative bottom-line for the company.
● Conducting monthly performance reviews with presentation before the director of the company as a
combination of economic and activity based performance.
● Undertaking the detailed work in the bottom-up budgeting process in addition to performing the role
of a technical and political go-between liaising among the director and his managers in the budgeting
process.
● Overseeing the negotiations about payment for the largest product area, ADSL connectivity,
internally versus other divisions in TDC. This 'raw'-material constituted approximately 60% of the
total costs amounting to 90 million EUR. A yearlong project, which had high focus in the
organisation, as 5% deviation on the total cost would result in positive or negative bottom-line for the company.
Organization, Performing, Go, UP
2000 - 2001
job
Production Manager
Avery Dennison.
Undertaking the daily management of the planning and execution of the work, as well as overseeing the pricing on the specialized products personally, as the product area was new and the technical capabilities
as a result not well defined.
● The organization of the production was lacking both in planning and in process flow. There were major
issues with on time delivery and with lack of technical specifications for the sales, so that the company
sold products which it was impossible to produce. As such this specialty product was off to a bad start, and there were often both trials and development taking place directly in the production flow of what
should have been ordinary orders.
● Introduce a real production plan - estimating delivery times and clarifying the impact of special urgent
orders on the production flow and agreed delivery with other customers.
● Identifying external production capacity on scarce production equipment and thereby improving the
production flow and the capability of honouring delivery on time. Introduction of systematic screening of all offers, description of technical specifications and analysis of contribution margins.
● Development was systematized through fitting in time slots for testing in the production plan making the capacity higher by utilizing external production and introduction of one more shift.
● Bringing all together delivery time down by 30% and raising the contribution margin by 20%. Employee
satisfaction was markedly higher too.
as a result not well defined.
● The organization of the production was lacking both in planning and in process flow. There were major
issues with on time delivery and with lack of technical specifications for the sales, so that the company
sold products which it was impossible to produce. As such this specialty product was off to a bad start, and there were often both trials and development taking place directly in the production flow of what
should have been ordinary orders.
● Introduce a real production plan - estimating delivery times and clarifying the impact of special urgent
orders on the production flow and agreed delivery with other customers.
● Identifying external production capacity on scarce production equipment and thereby improving the
production flow and the capability of honouring delivery on time. Introduction of systematic screening of all offers, description of technical specifications and analysis of contribution margins.
● Development was systematized through fitting in time slots for testing in the production plan making the capacity higher by utilizing external production and introduction of one more shift.
● Bringing all together delivery time down by 30% and raising the contribution margin by 20%. Employee
satisfaction was markedly higher too.
Management, Sales, It, Development, Testing, Production, Manager
1999 - 2001
job
Controller
unknown.
Avery Dennison Scandinavia (200 FTE)
Controller & Accounting Manager - Avery Dennison (1999-2001)
● Daily management of 3 employees in the accounting department.
● Decisions on special cases of bookkeeping and in relation to following up on creditors and debitors.
● Undertaking business economic analysis of the operations. By example economic analysis of separate
machines for investment purposes, calculations of NPV, comparative analysis on machine performance
and identification of improvement possibilities.
● Cost center analysis for singling out improvement areas or analysis of business processes and introduction of system integrated procedures or written procedures with periodic reviews.
● Introduction of various contribution margin based customer analyses and activity based costing -
resulting in in negotiation with certain low contributing customers and thus price increases, which raised
the contribution margin with 6%.
● Programming and design of a new price calculation system in Navision. Taking away the human
factor in excel-style calculations and systematizing the basis for pricing.
● Assistance of the managing director, especially concerning the communication and information in general in relation to the corporate management in the US.
Controller & Accounting Manager - Avery Dennison (1999-2001)
● Daily management of 3 employees in the accounting department.
● Decisions on special cases of bookkeeping and in relation to following up on creditors and debitors.
● Undertaking business economic analysis of the operations. By example economic analysis of separate
machines for investment purposes, calculations of NPV, comparative analysis on machine performance
and identification of improvement possibilities.
● Cost center analysis for singling out improvement areas or analysis of business processes and introduction of system integrated procedures or written procedures with periodic reviews.
● Introduction of various contribution margin based customer analyses and activity based costing -
resulting in in negotiation with certain low contributing customers and thus price increases, which raised
the contribution margin with 6%.
● Programming and design of a new price calculation system in Navision. Taking away the human
factor in excel-style calculations and systematizing the basis for pricing.
● Assistance of the managing director, especially concerning the communication and information in general in relation to the corporate management in the US.
Design, Excel, Management, Navision, Costing, Calculations, Processes, Manager, UP
1995 - 1998
job
Research analyst
Regional Analyses Center.
(10 FTE)
Research, Analyst
My education
1994
-
1999
Aarhus University
Masters, Economics and Business Administration
Masters, Economics and Business Administration
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