Executive Profile

International executive with 20+ years of experience transforming global support organizations into customer-centric, value-driven functions. Specialized in aligning support with customer experience, commercial models, and measurable business outcomes.

Member of the Customer Success leadership team at Omada, with full budget and P&L accountability. Deep experience building and scaling global operations — from 2 to 19 employees — with strongest relevance for Fortune 500 and large enterprise customers with high support complexity.

Customer Experience & Success Global Support Operations Service Transformation Commercial Support Models ITSM & ITIL Agile & SAFe Budget & P&L Vendor Management SOC2 & ISO27001 Cost per Ticket Optimization Enterprise & Fortune 500

Financial Impact & Value Creation

Cost per Ticket

Reduced through increased automation and improved first-contact resolution, directly lowering support costs on enterprise accounts. A lower cost per ticket is a prerequisite for scaling support to large enterprise customers without proportional growth in the cost base.

Margin Impact

Improved support efficiency — through fewer escalations and reduced time per ticket — delivers direct positive margin impact on enterprise service agreements, with reduced load on L3/L4 resources.

Customer Segment Focus — Enterprise & Fortune 500

Primarily targeting large enterprise and Fortune 500 customers, where high ticket volumes and complex environments make scale and efficiency business-critical. Deep experience operating at the intersection of support, commercial strategy, and customer success.

Key Achievements

Improved NPS from 35 to 65 through customer-centric service transformation
Established and scaled 24/7/365 global support model with nearshore delivery
Reduced cycle time and significantly improved first response performance
Built global support organization from 2 to 19 employees
Designed and launched commercial Premier Support offering
Ensured cost efficiency through automation, avoiding linear cost scaling
Implemented SOC2 and ISO27001 compliance within support
Strengthened cross-functional alignment across Support, CS, Product & Commercial

Professional Experience

  • Omada
    Global leader in Identity Governance & Administration (IGA)
    2019 – Present
    Vice President, Global Service Desk & Support (2023 – Present)
    Global ownership of support strategy, customer experience, and service delivery across distributed teams in a 24/7/365 setup. Member of the Customer Success leadership team with full budget accountability.
    • Transformed support into a customer experience-driven function aligned with Customer Success and commercial strategy
    • Delivered significant NPS improvement (35 to 65) through sustained service and experience enhancements
    • Improved SLA performance, reducing cycle times and increasing responsiveness across global operations
    • Built scalable global delivery model with nearshore capabilities to support 24/7 coverage
    • Drove automation and process optimization, reducing cost per ticket without expanding the cost base
    • Developed and launched Premier Support and commercial service offerings aligned with revenue strategy
    • Ensured full compliance with SOC2 and ISO27001; led audit preparation and governance processes
    Director, Global Service Desk & Support (2019 – 2023)
    • Led Service Desk & Support through a period of significant organizational growth
    • Implemented global ITSM platform and established operational governance model
    • Built and scaled support organization from 2 to 19 employees with full budget and headcount responsibility
  • NNIT
    Global IT services and consulting
    2017 – 2018
    Manager – Microsoft Innovation & Transformation
    • Full P&L responsibility for enterprise customer engagement across regions
    • Built and led team of 27 across program and delivery management
    • Led transition to SAFe-based agile delivery model
    • Strengthened alignment between development, operations, and customer-facing teams
  • Banedanmark
    National rail infrastructure authority
    2016 – 2017
    Head of Section – Digital Rail & InfoDok
    • Implemented ServiceNow to unify development and support workflows
    • Established structured service delivery and governance framework
    • Participated in strategic IT steering committees
  • KMD / ScanJour
    Enterprise software and document management
    2015 – 2016
    Head of Department – Customer Care
    • Built customer-centric service organization and operating model from the ground up
    • Led integration and operational alignment following post-acquisition transition
    • Defined cloud-based service strategy and future operating model
  • ScanJour A/S
    Document management and enterprise software
    2010 – 2014
    Business Unit Manager / CIO
    • Led strategic IT turnaround and platform modernization
    • Managed outsourcing transitions and vendor relationships
    • Board Member 2013–2014: contributed to financial turnaround, due diligence, and investor preparation

Earlier Roles

DFDS
IT Consultant Manager
2008 – 2010  ·  ITIL implementation, strategic application development
Scandlines
IT Manager / IT Coordinator
2001 – 2007  ·  IT governance across DK & DE, team leadership
EDB Gruppen
System Consultant
Enterprise systems consulting
Danisco
Industrial Electrician
Early career

Education & Certifications

Mini-MBA
Leaders Excellence, Harvard Square
B.Sc. Engineering & Management
University of Southern Denmark
Certifications
SAFe  ·  Scrum  ·  ITIL
Languages
Danish (native)  ·  English (fluent)
German (professional)  ·  Norwegian/Swedish (basic)