KASPER STEENSEN

I primarily work as interim CFO/Finance leader with focus on filling a leadership position in a short period of time for different companies

• I have in that period helped with optimizing internal reports and processes across departments, improved data collection in business controlling, annual accounts, ESG etc
• External CFO for a Growth company, helping to scale up by being the external finance leader, helping with internal reports to investor, annual accounts etc.
• Business controlling ESG and CSR
• Cash management

I was hired to focus on building a new strategy for the company together with the rest of the management group, optimizing process across the group and further scale up the company from a finance perspective

• I optimized and automated a lot of manual processes in the company across departments
• I simplified the budget and forecast process and implemented a new cash flow forecast
• Optimizing month end close
• Annual accounts
• Budget, forecast and reporting to board and management
• Improved recovery of debtor payments
• Management of 2 employees

I was hired to build a finance organization from 2 accountants to a more professional organization, automated many manual processes in the company, implemented Power BI, optimized cash flow via automation of debtor collection, simplified the budget process, made company restructuring and been a leading figure in process changes, both in the finance department and across departments

• I was a a central leader across the company
• Management and development of finance team, Internal IT and HR
• Leading a team of 7 employees
• Implementation of new internal reporting to management with a focus on margin, inventory binding, inventory turnover, cash flow forecast, etc
• Leading person in optimizing and automating processes across departments for the group
• Strategy for the group, financial strategy, HR strategy and business development together with the rest of the management team
• Optimized month end closing from 10 to 5 days
• Annual accounts for each company as well as consolidated annual account for the group
• Optimized the balance sheet and solvency by negotiating better terms with banks and the Danish Growth Fund
• IT and ERP/ BI development (Navision + PowerBI)
• Optimized the cash flow through negotiation with suppliers around longer credit days as well as better recovery of debtor payments
• Insurance and risk management in connection with upgrading of existing warehouses and construction of a new warehouse

Optimized the annual consolidated accounts process, improved cash management for dairies in Africa (7 subsidiaries), negotiated better agreements with banks around financing for the full FanMilk group and process optimization across cultures and countries

• Management of finance team of 2 employees
• Reduced month end closing from 10 days to 4 days for all companies in the Fanmilk Group
• Strategy and business development of the FanMilk Group with the CEO and CFO in FanMilk Africa and Danone headquarter
• Transfer pricing discussion and transformation to Danish law
• Monthly-, quarterly-, and yearly reporting as well as consolidated accounts
• Year-end reporting for Danish companies
• Negotiation with banks in Denmark and Africa around financing to subsidiaries in Africa Optimization
• Cash flow management for the FanMilk Group

• Finance Business Partner/ Finance Manager for Fresh food and Grocery departments
• Responsible for large deep dive analysis across commercial, to help find improvements and opportunities
• Optimized the process around weekly management updates through reduction of reports and meetings
• Cooperation with shared service department in Poland around report improvements and automation opportunities

The primary focus was on development and financial management of construction project of two new platforms in the North See

• Helped improve the value of work done (VOWD) reporting as well as improved budgeting and reporting for drilling projects for the Hess Group in cooperation with the Houston Drilling cost control leader
• Involved in SAP ERP upgrade project and implementation of Business Object BI-system as a representative for Hess Denmark at the Head office in Houston
• Cash management and control of construction project in the North See, Capex/Opex
• Monthly-, Quarterly- and yearly reporting to the group and joint venture partners
• Calculating the impact of new government bills and the tax impact for the Danish business

At Maersk Broker I changed the focus from revenue reporting to focus on sales reporting, implemented a new cost management tool, as well as streamlined the reporting within the Group (15 subsidiaries)

• Implemented BI for faster, better, and more secure reporting
• Management of 2 employees in Denmark and dotted leadership for finance people in foreign subsidiaries.

• I worked with the merger of two Irish Banks and get them integrated into the Danske Bank systems
• Worked as an expat in Belfast for 7 months to train branch managers, and head office staff in systems as well as capital burden from different loan types
• I was recalled to Denmark to work on a merger of a Finnish Bank early 2008.