Thomas M. Kristensen

Glen Dimplex Group is a world leader in intelligent electric heating and renewable energy solutions, as well as holding significant global market positions in domestic appliances, cooling and ventilation. Headquartered in Ireland, Glen Dimplex is known for its focus on energy efficiency, innovative technology and sustainability. With a dedicated team of over 8,000 talented individuals, Glen Dimplex create expertly engineered solutions that have been trusted worldwide for over five decades. At Glen Dimplex Nordic, a highly dedicated and skilled team work together to promote innovative heating solutions for both residential and commercial buildings. Key brands are Nobø, Adax, Glamox Heating and Dimplex. We are located in Oslo, Trondheim, Svelvik, Stockholm, Copenhagen and Helsinki.

Hikoki Power Tools Norway AS (previously Hitachi Power Tools Norway AS) offers high quality power tools, pneumatic tools and a wide range of fasteners for both skilled professionals and aspirational consumers. The company is a part of Koki Holdings in Japan, which was acquired from Hitachi Ltd by private equity company KKR April 2017. The brand Hitachi was replaced with Hikoki October 2018. Hikoki Power Tools Norway AS serves as head office for the Nordic region with net revenue of 613 MNOK in 2023. My role is to head the company and make sure totally 134 talented employees in Norway, Sweden, Denmark, Finland and Poland delivers profitable results in accordance with their potential. This includes advancing business strategies, developing strong product concepts, optimizing sourcing and assuring high level of satisfaction among Nordic customers - mainly within construction & building industry and DIY sales channel. From January 2020, Metabo power tool sales companies in Nordic area were added to my area of responsibility. This represents a net revenue of app 250 MNOK and additionally 27 talented employees.

Brand New World AS offered management consultant services within business development, strategic innovation, marketing and sales excellence. I worked with a limited portfolio of clients based in Norway - offering both advise and implementation assistance.

Juridical separation of two divisions completed in October 2011 and resulted in the establishment of Jordan Personal & Home Care AS. Responsibility and role as below. Total revenue 2012: 372 MNOK. Directly involved in facilitating sales process leading to Orkla ASA becoming new owner in September 2012. Advised and supported Orkla when completing merger between Jordan Personal & Home Care AS and Lilleborg AS during spring of 2013.

Business responsibility for global Oral Care business (toothbrushes, interdental products and mouth rinse) and Norwegian Home Care business (dishwashing brushes, microfiber cloths and wipes), including production, logistics, procurement, innovation, marketing and sales. Market responsibility extended from Nordic/Netherland to all markets. Total revenue 2011: 354 NOK. (CAGR 09-11: 6,8 %). Number of subordinates: 114. After developing a global business strategy, main focus areas were strengthening company innovation ability, closer co-operation with key distributors and employment of an extensive cost reduction program. In addition, several initiatives were made in order to further develop main business processes and organizational skills. Member of Jordan Group management team. Reported to Jordan Group CEO.

Responsible for sales, marketing and innovation within Oral Care category in Nordic and Dutch market. Total revenue 2009: 179 MNOK. Number of subordinates: 34. During the period, several programs were implemented to facilitate higher level and quality of innovation. Also, multiple initiatives were made in Nordic and Dutch market in order to increase profitability and market share. Responsible for developing global IP strategy and cross-category brand positioning. Initiated redesign of packaging design on global oral care product range. Member of Jordan management team. Reported to CEO.

Responsible for sales, marketing and innovation of bakery ingredients for the Norwegian professional bakery market (B2B). Also included innovation and marketing responsibility for branded consumer products within home bakery category (B2C). Total revenue 2008: 578 MNOK - up from 455 MNOK in 2005. Number of subordinates: 35. Idun also experienced strong EBITDA growth in 2007 and 2008. Through moving the company focus from product features to consumer and customer needs - the level of successful innovation increased considerably. Furthermore, relations with key customers were strengthened and more effective working processes implemented. Member of the Idun management team and several cross-company category management teams in Orkla Food Ingredients. Reported to managing director.

Responsible for business development at Stabburet, focusing mainly on top-line growth. Involved both innovation strategies for existing brands/categories and new areas of opportunity within the food/beverage business in Norway. The position included direct responsibility for several major development projects. No subordinates. Member of Stabburet leader forum, Stabburet innovation board and the Orkla Foods pizza management team. Reported to CEO.

Leader of the Stabburet Innovation Support Team, which offered both senior project manager resources and operational support systems. Additionally, my area of responsibility included the development of innovation strategies within all product categories and also involved continuous improvement of Stabburet innovation process. Headed Innovation board meetings and coached project-/product managers on how to succeed with innovation projects. Number of subordinates: 2. Member of Orkla Foods pizza management team. Reported to CEO.

Responsible for Orkla Foods pizza business in Central and Eastern Europe, including Czech Republic, Slovakia, Hungary, Poland and Baltics, in co-ordination with locally owned companies. This included development of business goals, market strategy and implementation of cross-market marketing mix. Furthermore, it involved an active role as facilitator of co-operation between local companies within marketing, sales and innovation. In addition, the position included responsibility for several innovation projects in Norway, Sweden and Finland. Number of subordinates: 2. Member of Orkla Foods pizza management team. Reported to Category director.

Business responsibility for hot dogs, hamburgers, pizza and sauces distributed through the foodservice channel in Norway. The position included several organizational development tasks and involvement in negotiations with major Norwegian (ex NorgesGruppen, Narvesen, Esso) and Nordic customers (ex Statoil, Shell). Responsibility for promotion and training of customer employees was added in 1999. Number of subordinates: 7. Member of Stabburet Foodservice management team. Reporting to Market director.

Responsible for new product development projects in both grocery- and foodservice channel. Most important project was the development of "Chef Convenience Concept" that enabled Stabburet to offer an innovative, profitable and branded concept that included both hamburgers and pizza in addition to hot dogs. Another significant project was the development of a new range of jam products that would represent a source for differentiation and premium pricing. This project resulted in the successful launch of "Noras Hjemmelagde Syltetøy" - currently the leading jam brand in Norway. Reported to director of product development.

Business responsibility for lozenges in Norway (Dent), Sweden (Tenor) and Denmark (Delfol) and mixed bags, liquorice, bon-bons as well as seasonal products. Included the development of Nordic positioning and advertising of lozenges and several successful product launches and re-launches in the Norwegian market. Reported to marketing manager.

Responsible for market analyses and implementation of marketing mix within point-of-sale computers, scanners, and weights in Germany. Reported to product manager.

Responsible for sales of chocolate and sugar confectionary in designated sales district in Oslo. Reported to regional sales manager.

Year 1: Strategic Management Year 2: Management - Tools and Frames of Reference Year 3: Business Excellence

Year 1-2: Business and marketing, Oslo in Norway Year 3-4: International marketing and business development, Cologne/Kiel/Bremen in Germany