Download - Charlotte Strand - CV 1-Pager€¦ · • Process and system transition when taking over of the Siri ownership/operatorship. • Various acquisitions and mergers with successful post-merger

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CONTACT

Boardexperience

CharlotteStrandCURRICULUMVITAE

RESUMÉ

PROFESSIONALCAREER

KarenBlixensvej30Rungsted,2960

DenmarkAddress

+4523612220PhoneNumber

[email protected]

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