Jesper Bork

Key Responsibilities Member of the Executive Management Team and part of the company's three-person leadership group, contributing to overall business strategy, growth initiatives and organizational development. Responsible for the company's global sourcing and purchasing strategy, including supplier partnerships and manufacturing operations. Overall responsibility for supply chain management, ensuring efficient product flow, inventory optimization and high service levels across all markets. Responsible for warehouse operations, inventory management and continuous optimization of logistics and operational processes. Lead supplier development and strategic partnerships, ensuring long-term competitiveness, quality excellence and supply chain resilience. Drive product development and collection management in close collaboration with suppliers and internal stakeholders, ensuring market-leading products within the premium segment. Responsible for commercial negotiations, cost engineering and margin optimization across the product portfolio. Ensure implementation and continuous improvement of quality assurance, compliance and sustainability standards throughout the supply chain. Key Achievements Contributed to doubling both company revenue and profitability during my tenure as part of the executive leadership team. Played a central role in strengthening Tee Jays' position as one of Europe's leading and most recognized premium suppliers within the B2B apparel market. Developed and optimized a scalable global sourcing and supply chain platform supporting significant business growth while maintaining premium quality standards. Strengthened supplier performance and strategic partnerships across Asia, ensuring high levels of quality, transparency and operational reliability. Implemented structured inventory and warehouse optimization initiatives, improving product availability, operational efficiency and customer service performance. S

Through strong commercial leadership, strategic investments, operational optimization and disciplined execution, we successfully achieved a fivefold increase in revenue while maintaining profitable operations throughout the growth journey. By establishing the right organizational structure, strengthening key business processes and building a scalable platform for future growth, we significantly enhanced the overall value of the company. This development ultimately led to the successful sale of the business to new owners on September 1st, 2022, positioning Hunters' Point for its next stage of expansion and long-term success. The journey provided valuable experience in business transformation, growth strategy, organizational development and value creation. www.hunterspoint.dk

Joined Fristads AB to lead a strategic sourcing project focused on strengthening the company's global sourcing platform, supplier network and supply chain capabilities. The role involved identifying and developing new sourcing opportunities, optimizing supplier performance and supporting initiatives aimed at improving cost competitiveness, quality consistency and supply chain resilience. Key responsibilities included supplier evaluation and selection, sourcing strategy development, commercial negotiations, risk assessment and cross-functional collaboration with product development, purchasing and supply chain teams. The project also focused on establishing sustainable sourcing practices and strengthening partnerships with key manufacturing suppliers. Throughout the assignment, significant progress was made in mapping sourcing opportunities and creating a solid foundation for future optimization initiatives. The project provided valuable insights into strategic sourcing, international supplier management and change management within a leading European workwear company. Unfortunately, the project was discontinued due to the unprecedented business challenges and uncertainty caused by the COVID-19 pandemic, which led the company to reprioritize resources and temporarily suspend several strategic development initiatives.

As Head of Purchasing & Quality, I was responsible for the overall sourcing, purchasing and quality strategy across a global supplier network, ensuring operational excellence, product consistency and long-term supplier performance. Leading teams within purchasing and quality, I managed strategic sourcing initiatives, supplier development, contract negotiations, quality assurance and cost optimization across multiple international manufacturing markets. A key focus was to balance commercial competitiveness with MASCOT's uncompromising standards for quality, durability and product performance. My responsibilities covered the entire value chain, including supplier selection, performance management, production follow-up, inventory optimization and cross-functional collaboration with product development, logistics and sales teams. I played a key role in strengthening strategic supplier partnerships, implementing structured quality management processes and driving continuous improvement initiatives throughout the supply chain. This included ensuring compliance with internal standards, customer requirements and international regulations. Through a strong focus on leadership, transparency and operational efficiency, I contributed to the development of scalable sourcing and quality processes that supported the company's continued growth and strengthened its position as one of Europe's leading premium workwear manufacturers. Key Competencies: • Strategic Sourcing & Purchasing • Global Supplier Management • Quality Assurance & Compliance • Cost Optimization & Negotiation • Supply Chain & Inventory Management • Leadership & Team Development • Process Improvement & Operational Excellence • Cross-Functional Stakeholder Management

As a member of the VERO MODA leadership team, I was responsible for the overall commercial and strategic development of the Express business as well as the establishment and growth of the Accessories & Footwear division. Leading a team of 22 employees, including Category Managers and Design Management, I held full responsibility for business performance, product strategy, sourcing, purchasing, pricing and go-to-market execution across multiple product categories. The Express business required exceptional speed-to-market, strong commercial decision-making and close cross-functional collaboration to react quickly to changing market trends and customer demands. In parallel, I was responsible for building and scaling a new Accessories & Footwear division, including organizational setup, supplier development, sourcing strategy, product portfolio creation and commercial growth initiatives. Through strong commercial focus, optimized product assortments and a more agile collection structure, we successfully improved revenue, profitability and operational performance. The Accessories & Footwear division developed into a significant business unit generating annual revenues exceeding DKK 100 million. These initiatives contributed to approximately 15% business growth during my tenure and established a strong platform for continued expansion. Key Competencies: • Business Unit Leadership • Express & Speed-to-Market Management • Accessories & Footwear Development • Global Sourcing & Purchasing • Product Strategy & Collection Development • Commercial Growth & Profitability • Team Leadership & Organizational Development • Supplier Strategy & Cross-Functional Collab

As a member of the Textile Management Team and part of Salling Group's Top 100 leadership population, I was responsible for the overall commercial strategy, category development and business performance across multiple textile categories generating annual revenues in excess of DKK 100 million. Leading a team of 20 professionals, including Category Managers, I held full responsibility for category strategy, sourcing, purchasing, assortment planning, pricing, supplier management and commercial execution. My focus was to drive sustainable growth, improve profitability and strengthen the market position of the assigned business areas. A key part of the role involved leading strategic transformation initiatives during a period of significant organizational and market changes. Working closely with senior management and external advisors, including Boston Consulting Group, I played a central role in developing and implementing new category strategies, organizational improvements and commercial growth plans. Through a strong focus on customer needs, data-driven decision making and commercial excellence, I successfully delivered double-digit growth rates while leading a significant turnaround across several categories. By optimizing assortments, supplier partnerships, pricing strategies and operational processes, we improved both financial performance and market competitiveness. The role provided extensive experience in strategic leadership, change management, category transformation and large-scale retail operations within one of Scandinavia's leading retail organizations. Key Competencies: • Category & Commercial Leadership • Business Transformation & Turnaround Management • Strategic Sourcing & Purchasing • Assortment & Pricing Strategy • Revenue Growth & Profitability Improvement • Leadership & Team Development • Change Management & Strategy Execution • Cross-Functional Stakeholder Management

As a member of the Coop Nonfood Management Team, I was responsible for the overall commercial strategy, category development and business performance across a broad portfolio including Consumer Electronics, Bicycles, DIY, Toys, Books & Stationery, as well as Newspapers & Magazines. Leading a team of 25 professionals, including Category Managers, I held full responsibility for sourcing, purchasing, supplier strategy, pricing, assortment development and commercial execution across business areas generating annual revenues exceeding DKK 1 billion. Working closely with Coop's retail chains, including Kvickly, SuperBrugsen, Dagli'Brugsen and Fakta, I was responsible for developing and implementing category strategies that balanced customer needs, commercial performance and business objectives. A key focus during my tenure was strengthening the position of Nonfood categories during a period where organizational priorities increasingly shifted towards core grocery operations. Together with my team, I successfully increased focus on high-margin Nonfood categories as key growth and profitability drivers through optimized assortments, supplier partnerships and commercial initiatives. In parallel, I played a significant role in the development and execution of Coop's digital growth strategy, contributing to the expansion of Coop.dk into one of Denmark's leading e-commerce platforms and supporting the company's transition towards a more integrated omnichannel business model. The role provided extensive experience in commercial leadership, large-scale retail operations, digital transformation, category management and strategic business development within one of Scandinavia's largest retail organizations. Key Competencies: • Commercial & P&L Leadership • Category Management & Business Development • Strategic Sourcing & Purchasing • Revenue Growth & Profitability Optimization • Leadership & Team Development • Supplier Strategy & Negotiation • Retail & Omnichannel Strategy

Following several years in senior leadership positions with extensive commercial and operational responsibilities, I made a conscious decision to take a career break to gain new perspectives, invest time in my family and pursue experiences beyond the professional environment. During this period, I travelled extensively across North America, Central America, South America and Oceania, visiting Canada, USA, Costa Rica, the Galápagos Islands, Ecuador, Australia, Fiji and New Zealand. The journey provided invaluable cultural insights, broadened my global perspective and reinforced the importance of adaptability, curiosity and lifelong learning. It also created opportunities to build lasting international relationships and experience different ways of living, working and thinking. This period remains one of the most rewarding investments in my personal development and has strengthened my ability to lead with perspective, balance and a broader understanding of people, cultures and global opportunities.

Responsible for the overall commercial development and business performance across multiple product categories generating annual revenues exceeding DKK 100 million. Leading a team of nine professionals, including three buyers, I held responsibility for category strategy, product development, sourcing, purchasing, assortment planning, pricing and commercial execution. Working closely with stores, marketing and senior management, my focus was to drive growth, profitability and strengthen the overall customer proposition. Through a strong focus on category optimization, increased fashion relevance, introduction of new brands and a balanced mix between core and seasonal assortments, we successfully transformed the business into a high-performing growth platform. By combining data-driven category management with strong commercial execution, we consistently delivered double-digit growth rates year after year while improving both customer appeal and financial performance. The role provided extensive experience in commercial leadership, category development, product strategy, purchasing and cross-functional stakeholder management. Key Competencies: • Commercial & Category Management • Product Development & Assortment Strategy • Strategic Sourcing & Purchasing • Revenue Growth & Profitability Optimization • Leadership & Team Development • Brand Development & Market Positioning • Retail Operations & Customer Insights • Cross-Functional Stakeholder Management

Responsible for the overall commercial development and business performance of key textile categories generating annual revenues exceeding DKK 100 million. Leading a team of six professionals, I held full responsibility for category strategy, product development, sourcing, purchasing, assortment planning, pricing and commercial execution. Working closely with stores, marketing and senior management, my focus was to drive growth, profitability and strengthen market positioning. Through a strong focus on product development, assortment optimization, supplier partnerships and commercial execution, I successfully contributed to making Textiles the fastest-growing department within the organization for four consecutive years together with the wider Category Management team. From 2003 to 2005, I simultaneously held the position of Retail Director for the Bugatti footwear chain, comprising nine stores across Denmark. In this role, I was responsible for business strategy, purchasing, financial performance and the leadership of nine Store Managers. The chain was successfully divested to ALDO Scandinavia in 2005. During my tenure from 1999 to 2005, I successfully doubled both revenue and profitability through a combination of strategic category development, improved assortment planning, stronger supplier collaboration and enhanced commercial execution. The role provided a strong foundation in retail leadership, category management, business development, purchasing and organizational leadership within one of Scandinavia's largest retail organizations. Key Competencies: • Commercial & Category Leadership • Retail Operations & Store Network Management • Product Development & Assortment Strategy • Strategic Sourcing & Purchasing • Revenue Growth & Profitability Improvement • Leadership & Team Development • Business Transformation & Change Management • Cross-Functional Stakeholder Management