Chairman, board member and operator · Logistics, supply chain and the software around it
I have run large commercial organisations and chaired small software companies. This site is where I write down what I have learned about how organisations actually operate, and where I keep the companies I work with and the things I build on the side.
Every organisation has a resting cadence, and programmes do not change it
Organisations run at a speed that is produced, all the time, by how they are put together, and they go back to it once the extra pressure is gone.
The highest use of operating a technology yourself is the no
At board level, secondhand understanding of a fast-moving technology is a governance gap rather than a sensible delegation.
Silence in a boardroom is a selection and chair problem
A board meets a handful of times a year and has nothing to build a culture in, so the work on psychological safety in teams does not carry over.
Twenty-three years at A.P. Møller-Maersk, ending as global head of sales and customer service: 120 countries, around 10,000 people and a revenue base of about USD 25bn. Part of that time living and working in West Africa and South Africa.
Since then: chairman of Kontainers through its turnaround and sale to Descartes, board and interim CEO roles in supply-chain software in Denmark, Finland, the US and Switzerland, due-diligence and operating work for industrials, carriers and private-equity sponsors, and a period as head of advisory in Denmark at Korn Ferry.
Today I chair IQinAbox and Youredi / Coneksion, sit on the board of Ship Angel, and advise NetFeasa. More on the About page.
Small things built with AI tools, mostly for fun. Two games and a maths trainer for Danish schoolchildren.
Why a board member bothers with this is in The highest use of operating a technology yourself is the no.
Seventy-plus released tracks across six pseudonyms, from pop and country to techno and functional ambient, all under e‑thomsen music.
