Work experience

Work experience
Sep 2008 - Nov 2009

Associated Partner, Strategy & Innovation


Buildup of a young partner-driven management consultancy within Strategy, Business transformation, and Innovation. Primary focus on the pharma, energy and extraction, and insurance industries. The firm experienced a growth from four to seven consultants within its first year, servicing clients like Novo Nordisk, AP Moller-Maersk, Maersk Oil & Gas, and Danish Railroad Transportation (DSB). The aggressive expansion could not be sustained during the present financial crisis, why the firm has decided to shift focus to projects at the operational level. I am not part of this decision.

My reference was the firm’s managing partner within a 3-level organizational structure, where my role was:

  • To position the firm within Strategy  and Innovation in the market place, where the key results were through my active participation in various networks and forums, the publication of several articles, and the use of social media to be invited to sit on two expert panels on open innovation. Furthermore, I was key driver in the development of a new firm strategy which resulted in a changed positioning and go-to-market model.
  • To develop supporting knowledge and methodologies to be used on projects, where the key results were a formalization of a framework for assessing an innovation context and the development of concepts within innovation management, value innovation, and portfolio management.
  • To participate in Sales and delivery of projects to selected larger clients, where the key results were the establishment of my own client portfolio of Maersk Oil & Gas, Novo Nordisk Device Research & Innovation, Nycomed Danmark, and Danish Railroad Transportation (DSB).
Jan 2004 - Aug 2008

Various roles

IBM Danmark A/S

2008    Senior Managing Consultant, IBM Strategy & ChangeThe business unit is part of IBM Global Business Services, and represents IBM’s managing consultancy practice with approx. 30 consultants. Primary focus is Business strategy, Innovation, Business transformation, and Operational excellence.

My reference was the business manager for Business strategy and Innovation, where my areas of expertise were: strategy, innovation, change management, and M&A. The key results were the setup and management of a program office on a troubled project in Danske Bank, where the challenge was, as a task force, to bring the project back on track and reestablish customer relationship and credibility. The program office consisted of six people and the task force of up to 12 parallel projects.

2006    Senior Client Manager, IBM Sales & Distribution Public SectorIBM’s sales business unit responsible for client relations and P&L for the Danish Public sector, which consists of approx. 20 people and an extended team twice this number.

My reference was to the business unit’s executive, where my role was to develop IBM’s position within the Danish Postal industry, specifically to regain the client relationship to Post Danmark as their trusted advisor and supplier.

The key results were establishing direct access and contacts to Post Danmark’s executive committee, which resulted in a 3-days off-site in France to explore mutual business opportunities. Furthermore, as part of my executive education at IBM’s corporate program in INSEAD I wrote a strategy report in collaboration with members of the executive committee on the company’s strategic options in a liberalized European market.

I received the honors of being enrolled in IBM 100 Percent Club, IBM’s Top Talent program, and passed the IBM [email protected] leadership program.

2004    Client Services Manager, IBM Sales & Distribution Public SectorThe business unit is the same as above, but my role was to act as liaison between the market place and IBM’s delivery units; and to act as a role model the integration process between IBM and Maersk Data Public.

The key result was the successful transfer of market insight and knowledge as well as client relationships between the two business units, which gave IBM its positioning in the Danish central government.

Apr 2001 - Dec 2003

Various roles

Maersk Data AS

2002-´04    Senior Proposal Manager, Maersk Data PublicA business unit within the Maersk Data Group focusing on the Danish central government, which consisted of approx. 120 people.

My reference was the BU director as part of the New Business Development team, where my responsibility was to develop the business unit’s position as a new player in the market. My role covered the end-to-end process from early dialog with the Public client, prior to a Request for Proposal announcement, to the leadership of the tender process team and contract negotiation.

The key results were the development of a new tender process, which gave large cost savings benchmarked against key competitors, and the signing of 11 contracts, where the largest was the migration of the total IT-platform of a public institution.

2002    Interim Sales Manager, Maersk Data IndustriesA business unit within the Maersk Data Group focusing on delivering ERP solutions, including the development of IT business applications. My role as Interim sales manager was to setup a sales department of 5 key account managers, which was completed as planned.

2001-´02    Senior Consultant Business Development, Maersk ITA company within the Maersk Data Group focusing on the development of IT solutions after the .com wave. The company consisted of approx. 100 employees. I was part of a special Business Development task force, that was responsible for differentiating the company against the rest of the Group. The key result was signing a privileged partner agreement with Microsoft, as Microsoft Certified Gold Partner.

Jun 2000 - Apr 2001

Senior Consultant

Klausmeier Marketing Consultants GmbH

Danish office of a German management consultancy focusing on strategic marketing and due diligence. The office consisted of up to 8 consultants.

My reference was the German owner and managing director with the responsibility of daily management of the office and the projects, that originated from the Danish office.

The key results were the assessment of the channel strategies for Kansas Weenaas and International Paper plc, and the leadership of the due diligence team and process for Denmark and Sweden, when Axcel Industry Investor acquired Royal Scandinavia.

1997 - 1999

Owner & Managing director

FL Hansen Consulting Group

Own company focusing on management consultancy, primarily within market development and strategic marketing, which consisted of up to 6 employees. My role was a combination of daily management, relationship sales, and project management.

1995 - 1997

Managing partner

Strategos Consulting Bolivia Ltda

Partner-driven firm focusing on strategic marketing, specifically market penetration, brand communication, and event management, which consisted of up to 12 employees. My role was daily management and sales, where the key accounts were the event management for Bolivia’s largest brewery, the integrated marketing strategy and plan for a nationwide eyewear specialist and distributor, including the market launch of Cartier Eyewear, as well as the media plan for the winning mayor at the local elections.

1991 - 1995

General Manager

Danexim International Srl.

Partner-driven company, which consisted of three business units: the import and distribution of IT equipment and software, the publication of a monthly magazine (similar to Den Blå Avis), and real estate agency. My role was daily management of up to 28 employees. The key results were the introduction of new methods for showing listings within the real estate agency business and the introduction of a new business model for the publication of a free magazine.

1990 - 1990


Douglas N Young & Co

Management consultancy focusing on M&A. My role was research of acquisition candidates and competitors.

1989 - 1989


US-Japan Cultural Center

Lobbyist focusing on Japanese interests in the USA. My role was research and media coverage.


Jan 2008 - Present

IBM Client Executive

Company program of Client Executive Certification; one year’s program


oStrategy report: Competing in a Liberalized European Single Postal Market 2011: Assessing Post Danmark’ Strategic Options in Transition towards Liberalization and Beyond

Jan 2006 - Oct 2008



o Finished the MBA program one year ahead of schedule

oAssignment grades in the range of B+ to A+

oStrategy report: Revitalization of Sales & Distribution, Public Sector Denmark

oDissertation: Innovation Paradigm: An Assessment of the Approach to Open Innovation within Selected Danish Companies

Dec 1998 - Dec 1999


Universidad Católica Boliviana

First year before returning to Denmark


o Teacher’s assistant (TA) for the MBA school’s director, Prof. Julio Ramirez

Aug 1989 - Jun 1991



o Finished the education in 2½; years

oMajor: Economics

oMinor: Japanese

Aug 1987 - Jun 1988

Higher Commerce Degree

Niels Brock Copenhagen Business School
Sep 1985 - Dec 1987

Medical Doctor

University of Odense

First two years before turning to business




French, Norwegian, and Brazilian


Danish, English, Swedish, and Spanish

Project Sales

Management of complex tender processes from qualification to contract negotiations, specifically EU-tenders. Setup of new markets and opening of local offices, specifically in Spanish speaking countries. Relationship selling at the strategic level, specifically with respect to longterm sales cycles.

Team Leadership and Management

Setup and management of a program office and project team within complex projects. Formation of physical and virtual knowledge intensive team, and developing these into autonomous units. People management in direct line or indirectly through a matrix structure, including external stakeholders. Leadership and management of due diligence team and process, focusing on commercial due diligence.

Innovation Management

Assessment and improvement of the innovation context and readiness within five dimensions and areas. Setup and leading of innovation programs, including process for involvement and governance structure. Assessment and improvement of the innovation process, focusing on idea management and innovation model Development of a common definition and understanding of innovation, focusing on organizational ownership. Creative problem definition and facilitation of untraditional problem solving of complex problems.

Change Management

  Business transformation strategy and the development of execution plans for change management. Assessment of the company values, informal network, and readiness for change. Leadership of change management programs, including program office, change team, and stakeholders. Identification and management of internal and external stakeholders, partners, customers and authorities.

Strategic Business Development

Business and growth strategy, focusing on improving competitiveness and business development. Turnaround strategy, focusing on business model and the strategic business portfolio. Innovation strategy, focusing on open innovation and balancing the innovation management process. Sales strategy, focusing on value proposition, strategic partnerships, and channel management.


Value proposition

I help companies to sustain their growth or opposite, to revitalize their business strategy.


My experience is from almost 20 years from contexts of business development and change management, having occupied various roles at the strategic and tactical level. 11 years are international. The common thread has been business development with respect to sustaining growth or revitalizing the business; often as part of a growth or turnaround phase within B2B and B2G. I possess strong competencies within the leadership of complex programs, the development of growth strategies, and setting up programs.

I have throughout my career occupied positions as entrepreneur, executive, and managing consultant in companies like Maersk Data, IBM and most recent, Innovisor, where my client portfolio consisted of Maersk Oil & Gas, Novo Nordisk and Nycomed. My responsibilities have generally been related to Sales, Business development, and Innovation management. An example hereof is the successful positioning of Maersk Data Public in 2002/2003 as a new player in the Public Sector with 11 won contracts.

I am highly capable of forming networks and solving complex problems through a combination of a holistic view, abstract thinking, and a solid theoretical background. I am goal oriented and strive working at a high pace through an informal leadership style, where I leverage my international experience to bridge cultural differences and network. An example hereof is the recently founded VL-group, VL92, of Danish top executives.

Personal competencies

Leadership style

  • I lead through an informal leadership style, which balances empathy and consequence.
  • I am an effective decision maker with a well developed ability to remain calm in times of crisis.
  • I take the initiative and lead the way, but stand at the back when my team are credited for its success.

Work style

  • I work at high pace, balancing many parallel projects or issues.
  • I am effective at delegating tasks to my employees and through this, developing these.
  • I am able to work independently and as a member of a team with stretch goals.

Change readiness

  • I act quickly to new situations and improvise, when required.
  • I am effective in including new knowledge and bridging people, units, or problems.
  • I have a positive view of life and get motivated by challenges, where I can define the parameters.


I seek a position with management responsibilities, where concepts like Business development, Innovation, and Change management are part of the description. The company will be within B2B or B2G with challenges that require an increased focus on the company’s strategy and execution. The position will typically be anchored within the top three levels of the organization, depending on its structure and size and will have an international dimension.


I cherish dearly spending time with my family and friends. I enjoy reading and writing, good food, a glass of wine or single malt whisky. I do sports a couple of times weekly, primarily golf, squash, and pilates.

I am an active blogger with own posts on or as commentators of others’ posts on e.g. Børsen Executive, where I was featured in an article on the formation of a new VL-group, VL92. I furthermore write articles in various contexts, latest in conjunction of having to position Innovisor within strategy, innovation, and change management.

Latest publications

  • Videndanmark. 2009. Management Innovation as a Response to Ideas Management
  • Videndanmark. 2008. Danish Companies Towards Open Innovation
  • Lundsten, F. 2008. Innovation Paradigm: An Assessment of the Approach to Open Innovation within Selected Danish Companies. Henley Management College: UK
  • Lundsten, F. 2008. Strategy Report: Competing in a Liberalized European Single Postal Market 2011: Assessing Post Danmark’s Strategic Options in Transition Towards Liberalization and Beyond. INSEAD: France
  • Lundsten, F. 2008. Strategy Report: Revitalization of IBM Sales & Distribution, Public Sector Denmark. Henley Management College: UK


I seek a position with management responsibilities, where concepts like Business development, Innovation, and Change management are part of the description. The company will be within B2B or B2G with challenges that require an increased focus on the company’s strategy and execution. The position will typically be anchored within the top three levels of the organization, depending on its structure and size and will have an international dimension.