Charlotte Strand - CV 1-Pager€¦ · • Process and system transition when taking over of the...
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CONTACT Board experience Charlotte Strand CURRICULUM VITAE RESUMÉ PROFESSIONAL CAREER Karen Blixens vej 30 Rungsted, 2960 Denmark Address +45 23 61 22 20 Phone Number [email protected] E-mail Address Flügger A/S Board member & Chairman of the Audit Committee August 2017- Per Aarsleff A/S Board member January 2017- Member of the Audit Committee January 2018- Senior VP, CFO Dong Energy Wind Power Member of the Executive Committee Autumn 2012 – June 2017 CFO, Dong Energy Exploration & Production - Oil & Gas Member of the Executive Committee 2006-2012 Period: 2000-2006 Different Finance Manager positions and assignments in E&P and DONG among others: • Oil project in Lithuania (at that time employed by the Engineering function), • Development of various HR policies, • Part of DONG strategy team. Period: 1987-2000 Employment with DONG Energy in various positions: • Group Finance, • Assistant to the Management in DONG Energy E&P, Strategy, and HR. • In 1996/1997, accompanying spouse to the UK. Board Leadership Program – CBS Executive Copenhagen Business School 2017-2018 Management Courses at IMD & INSEAD Master of Science: Cand.Oecon Aarhus University 1982-1987 DONG Energy Wind Power | Senior Vice President, CFO Nordics | Autumn 2012 – June 2017 In Wind Power the agenda was strategic transformation with the major focus areas being a standardisation/ “cost out” journey and international expansion. In changing the operating model, I took responsibility for the project management area, which included a new safety case concept. As part of the Excom, extensive time was spent on strategy, tender strategies and processes and general management of the business. Other achievements: • With CEO of WP/ExCom part of implementing a new “operating model” in WP with the purpose of standardization, cost reductions and further acceleration of global growth opportunities. • Built business platforms in the US and Taiwan: legal structure, funding, tax, accounting, general compliance etc. • Together with CEO of WP assessing overall organisational issues and recruiting top management positions. • Transformation/restructuring of IT organisation and ways of working, thinking IT both as an enabler and to push the digitization agenda to reach strategic objectives. • Established a Governance & Compliance function, and developed and implemented policies and guidelines in various areas across countries (including sustainability reporting). Works today as centre of excellence across DONG Energy. • On the Finance side and prior to the IPO, I was responsible for development and implementation of a transformation programme including changing of the financial management model, systems and organisation. DONG Energy E&P | CFO Nordics | 2006-2012 In Oil & Gas, the business expanded from a purely Danish company to include UK and Norway. I had a central role in building the business platform in all countries, and also fronted the post-merger integration of the acquisition in Norway. Further I had the management responsibility for HR and IT. As part of ExCom changing a purely Danish based company to expand into Norway and UK, with execution of major offshore investments and green/brownfield development. The journey entailed a radical shift from a “state owned” view to an international commercial way of running the company in partnerships with significant international players. Other achievements: • Process and system transition when taking over of the Siri ownership/operatorship. • Various acquisitions and mergers with successful post-merger integration of systems, processes and people (examples; Company: Pelican in Norway, Asset: Ormen Lange). • Established the Finance function from scratch with financial management model and ERP system (SAP), processes and governance. I bring experience from strategic transformation, international expansion and operation in highly complex business environments. Further deep insight into the finance, governance and compliance areas. I have been the CFO of the two major Business Units, Oil & Gas(O&G) and Wind Power(WP), in DONG Energy (now Ørsted). Both Business Units are/have been characterised by international expansion and with high investment intensity. Further both businesses have high complexity on the operational, regulatory and international side. I have worked closely with the CEO of each business in developing and executing an international strategy. In the Executive Committee’s I have worked more in a COO role and as such had responsibility reaching beyond the classic CFO disciplines. I have participated in the IPO of DONG Energy, where Wind Power was a cornerstone in the equity story. PostNord AB Board member & Chairman of the Audit Committee(2018/2019) April, 2018 – Special advisory role, on behalf of the BoD, reorganisation and Financial Transformation April, 2019– October 2019 Professional Career Education Dong Energy – E&P Norway Board of Directors January, 2003 – October, 2012
Transcript of Charlotte Strand - CV 1-Pager€¦ · • Process and system transition when taking over of the...
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CONTACT
Boardexperience
CharlotteStrandCURRICULUMVITAE
RESUMÉ
PROFESSIONALCAREER
KarenBlixensvej30Rungsted,2960
DenmarkAddress
+4523612220PhoneNumber
Flügger A/SBoardmember&ChairmanoftheAuditCommitteeAugust2017-
PerAarsleff A/SBoardmemberJanuary2017-MemberoftheAuditCommitteeJanuary2018-
SeniorVP,CFODongEnergyWindPowerMemberoftheExecutiveCommitteeAutumn2012– June2017
CFO,DongEnergyExploration&Production- Oil&GasMemberoftheExecutiveCommittee2006-2012
Period:2000-2006DifferentFinanceManagerpositionsandassignmentsinE&PandDONGamongothers:• OilprojectinLithuania(atthattimeemployed
bytheEngineeringfunction),• DevelopmentofvariousHRpolicies,• PartofDONGstrategyteam.
Period:1987-2000EmploymentwithDONGEnergyinvariouspositions:• GroupFinance,• AssistanttotheManagementinDONGEnergy
E&P,Strategy,andHR.• In1996/1997,accompanyingspousetothe
UK.
BoardLeadership Program– CBSExecutiveCopenhagenBusinessSchool2017-2018
ManagementCoursesatIMD&INSEAD
MasterofScience:Cand.OeconAarhusUniversity1982-1987
DONGEnergyWindPower |SeniorVicePresident,CFONordics|Autumn2012– June2017
InWindPowertheagendawasstrategictransformationwiththemajorfocusareasbeingastandardisation/“costout”journeyandinternationalexpansion.Inchangingtheoperatingmodel,Itookresponsibilityfortheprojectmanagementarea,whichincludedanewsafetycaseconcept.
AspartoftheExcom,extensivetimewasspentonstrategy,tenderstrategiesandprocessesandgeneralmanagementofthebusiness.
Otherachievements:
• WithCEOofWP/ExCompartofimplementinganew“operatingmodel”inWPwiththepurposeofstandardization,costreductionsandfurtheraccelerationofglobalgrowthopportunities.
• BuiltbusinessplatformsintheUSandTaiwan:legalstructure,funding,tax,accounting,generalcomplianceetc.
• TogetherwithCEOofWPassessingoverallorganisationalissuesandrecruitingtopmanagementpositions.
• Transformation/restructuringofITorganisationandwaysofworking,thinkingITbothasanenablerandtopushthedigitizationagendatoreachstrategicobjectives.
• EstablishedaGovernance&Compliancefunction,anddevelopedandimplementedpoliciesandguidelinesinvariousareasacrosscountries(includingsustainabilityreporting).WorkstodayascentreofexcellenceacrossDONGEnergy.
• OntheFinancesideandpriortotheIPO,Iwasresponsiblefordevelopmentandimplementationofatransformationprogrammeincludingchangingofthefinancialmanagementmodel,systemsandorganisation.
DONGEnergyE&P |CFONordics|2006-2012
InOil&Gas,thebusinessexpandedfromapurelyDanishcompanytoincludeUKandNorway.Ihadacentralroleinbuildingthebusinessplatforminallcountries,andalsofrontedthepost-mergerintegrationoftheacquisitioninNorway.FurtherIhadthemanagementresponsibilityforHRandIT.
AspartofExComchangingapurelyDanishbasedcompanytoexpandintoNorwayandUK,withexecutionofmajoroffshoreinvestmentsandgreen/brownfielddevelopment.Thejourneyentailedaradicalshiftfroma“stateowned”viewtoaninternationalcommercialwayofrunningthecompanyinpartnershipswithsignificantinternationalplayers.
Otherachievements:
• ProcessandsystemtransitionwhentakingoveroftheSiriownership/operatorship.
• Variousacquisitionsandmergerswithsuccessfulpost-mergerintegrationofsystems,processesandpeople(examples;Company:PelicaninNorway,Asset:Ormen Lange).
• EstablishedtheFinancefunctionfromscratchwithfinancialmanagementmodelandERPsystem(SAP),processesandgovernance.
Ibringexperiencefromstrategictransformation,internationalexpansionandoperationinhighlycomplexbusinessenvironments.Furtherdeepinsightintothefinance,governanceandcomplianceareas.
IhavebeentheCFOofthetwomajorBusinessUnits,Oil&Gas(O&G)andWindPower(WP),inDONGEnergy(nowØrsted).BothBusinessUnitsare/havebeencharacterisedbyinternationalexpansionandwithhighinvestmentintensity.Furtherbothbusinesseshavehighcomplexityontheoperational,regulatoryandinternationalside.
IhaveworkedcloselywiththeCEOofeachbusinessindevelopingandexecutinganinternationalstrategy.IntheExecutiveCommittee’sIhaveworkedmoreinaCOOroleandassuchhadresponsibilityreachingbeyondtheclassicCFOdisciplines.
IhaveparticipatedintheIPOofDONGEnergy,whereWindPowerwasacornerstoneintheequitystory.
PostNord AB
Boardmember&ChairmanoftheAuditCommittee(2018/2019)April,2018–Specialadvisoryrole,onbehalfoftheBoD,reorganisation andFinancialTransformationApril,2019– October2019
ProfessionalCareer
Education
DongEnergy– E&PNorwayBoardofDirectorsJanuary,2003– October,2012
