Soren Aldal

Business Consultancy - Board of Directors - Strategy - Sales & Marketing - Interim Assignment - Competence Development - Ad hoc Assignment - Investor Search

Business and Market Development in Europe.

Hydro Aluminium Tønder (HAT) was a leading unit in Hydro Aluminium Extrusion which globally produces aluminium profiles and related solutions to the automotive-, mech/electronic- and building industries.HAT developed as one of the leading units by continuous focus on customers/markets and performance.Hydros extrusion activities were merged into SAPA in 2013. Main relevant areas of responsibility and tasks: • Overall management of sales, marketing, prod. man. and distribution with full P&L responsibility • Development, implementation and execution of strategy, business plans and budgets • Business intelligence • Market-, price- and product positioning • Development and control of market exploitation along with direct sales responsible • Organization- and employee development • Overall contract control of Pan European key accounts for sector HQ • Operative ”hands on” for sector HQ on selected key account customers along with KAM/local unit/affiliates • Overall management of logistic, planning and purchasing • Operative ”hands on” for sector HQ on selected key account customers along with KAM/local unit Results: • Positioning of the company as ”preferred supplier” by core OEMs • Exploitation of achieved market position in “premium value pricing” • Development of business intelligence systems • Development and implementation of marketing-, sales- and contract control between units for European key accounts • Development and implementation of benchmarking systems • Sales Director of the Year in Hydro Aluminium Extrusion 2012 based on “performance, development and support”

Kept HAT among the leaders, and I could leave the handle to the new MD - my superior for the following 5 years. Main relevant areas of responsibility and tasks: • Acting MD including year-end reporting and full unit responsibility and overall company management through business planning, budgeting, business systems/ERP, investments, risk assessment, credit- and cash control, etc. Besides conducting the role as board member in HAT and Chairman for Hydro Aluminiums Danish activities. • Bridging the tasks of the Sales, Financial and Logistic Managers Results: • Kept HAT among the leaders • Created the trust in the organization to run the MD position • Re-staffed the positions as IT Manager and Logistic Manager

As a "born member" acting as MD for Hydro Aluminium Tønder

Holding for all Hydro Aluminium activities in Denmark as a "born member" acting as MD for Hydro Aluminium Tønder

Turning the sister unit Hydro Aluminium Raeren in Belgium around, and merge the two units, while keeping HAT as a leader. Hydro Aluminium Raeren (HAR) was a unit comparable to HAT in size, covering the BENELUX market and a part of the German market. Succeeded in making the turnaround, cut the cost, improved the performance, positioned the unit well in the market, raised margin and contribution, improved and delivered a comfortable positive EBIT, while delivering results in HAT as a leader, as expected and demanded. Main relevant areas of responsibility and tasks additional to the abovementioned: • Basic trust building • Rebuilding of HAR reputation • Business intelligence • Simultaneous management of multi-cultural units in DK and Benelux Results additional to the abovementioned: • Repositioning of unit in Belgium from ”laggard to leader” in the market and within the Hydro • Market share grown in BENELUX and Germany • Optimized segment and product mix in HAR • Penetrating targeted potential Key Accounts in BENELUX and Germany • Organization changed and staff empowered in HAR • Exploited production and product synergies from the 2 units • Keeping the Danish unit as a leader.

Main relevant areas of responsibility and tasks: • Development, implementation and execution of strategy, business plans and budgets • Management of sales, marketing • Market-, price- and product positioning • Development and control of market exploitation along with direct sales responsible • Organization- and employee development Results • Repositioning of HAT from ”laggard to leader” in the market and within the Hydro sector • Market share grown • Optimized segment and product mix • Penetrating targeted potential Key Accounts • Organization changed and staff empowered

Ib Andresen Industri is a renowned, privately owned steel service center and subcontractor in the steel industry. The company is among the largest in Europe and independent of the corporate steel mills. Main relevant areas of responsibility and tasks: • Grow topline and consolidate market position • Professionalizing of sales- and service mix • Development and implementation of business intelligence system • Development of cooperation 360° • Expansion and development of market- and customer portfolio Results: • Capacity utilized, basis for capacity expansion established • Company’s focus on customers and services developed and implemented • Development of organization and establishment of a focused sales department • Substantial increase of customer satisfaction through focusing and structuring of the service portfolio and customer contracts

SGB Glasindustri was a medium-sized insulating- and functional glass producer supplying mainly the building industry. The company was sold to a corporate European glass manufacturer in connection with the consolidation efforts of the European glass market. The task was to expand business, and especially bring the company to a strong position as provider of advanced functional glass. Main relevant areas of responsibility and tasks: • Boost top line and contribution • Introduce new innovative products and expand the portfolio of new segments • Development and implementation of strategy and create the basis for new green field plant Results: • Market share and contribution boosted • New business area ”cylindrical functional/insulating glass” established and new segments penetrated • Market strategy developed and approved by the board resulting in investment in green field plant.

Jensen Lubricators is a family owned medium-sized company, which develops, manufactures and sells lubrication systems mainly to large 2-stroke diesel engines to reduce wear, corrosion and save lube. Main relevant areas of responsibility and tasks: • Establish new customer segments and increase sales of lubrication systems. Results: • New segments introduced and forwarded in the pipeline. Few new customer accounts established