Curriculum Vitae

Name: Michael Laursen Born: March 16, 1970 Residence: Edvard Thomsens Vej 11, 4th Phone: +45 2362 3716 2300 , E-mail: [email protected] Website: resourceboost.dk

Expertise  Project and portfolio management (16 years – including central role in 3 merger projects)  Strategic planning, Company business cases, Business and Process Improvement (12 years)  Departmental management (15 years – and of those, 6 years at senior management level)  Contract negotiations/management – outsourcing, consultancy, aircraft leases (15 years)  Airline industry knowledge and experience (18 years), logistics and supply chain (4 years)

Work Experience

2013 - ResourceBoost – Consulting For Your Benefit (Founder & Owner)

2009 - 2013 Damco A/S (until Sep09 known as Logistics / Damco)

Positions: Jun12 - Sep13 Project Director, Head of Global PMO (reporting to CEO) Jan11 - May12 Director, Head of Customer Implementations May09 - Dec10 Director, Global Head of Performance Management Reported to: Global COO and CEO Key activities: Project lead on rollout of 'World Class Forwarding' global profitability initiative. Drive change management projects to institute a performance management culture. Lead 'deep dive' task forces, when performance in a strategic area falls behind target. Lead Proyecto Avance – turn-around of Latin America region. Setup up and run project programme/portfolio approach to customer implementations. Setup up project programme/portfolio management for governance of strategic projects. Key results: • Create a strategic project management office in 7 months, ensuring top management a portfolio visibility to progress, cost and priorities, while at same time rolling out a project framework that was light enough for smaller projects yet comprehensive enough to run major programmes in a consistent fashion. • Create and rolled out a global customer onboarding implementation methodology, and acted as global lead for setup across 8 regions – utilizing a project portfolio approach. Estimate annual contribution margin improvement of more than 7% in new customer business. • Acted as internal consultant in facilitate turn-around process together with Latin America regional senior management during an 8 month period. Combined commercial improvements and cost savings on bottom-line run-rate of approx 17% vs contribution margin.

2009 Independent management and project consultant

Positions: Jan09 - Apr09 Consultant, Maersk Logistics, Centre IS Reported to: Global CPO / CIO Key activities: Formulate and assemble global IT Strategy 2009-2012. Re-structure Facility Management function. Improve 'working together' processes and communications with key supplier.

CV – Michael Laursen Page 1 of 3 2005 - 2008 Sterling Airlines A/S

Positions: Sep08 - Dec08 Vice President - Planning, Revenue Management and Fleet Jul06 - Aug08 Vice President - Head of Planning and Fleet May06 -Jun06 Director, Strategic projects (for CEO) Sep05 - Apr06 Integration Director, Sterling and Maersk merger Jul05 - Sep05 Day1 Director, Sterling European and merger Reported to: CEO Key activities: Structure and assemble business case for sale of Sterling Airlines. Negotiate and sign aircraft lease contracts (each 5-8 yrs / > USD 20 mill.). Implement structured route network development (6 bases / 29 aircraft / > 5 mill. seats). Formalize Management and Board reporting, and develop new organisation structure. Negotiate sale of Tallinn-based revenue accounting subsidiary (> USD 4 mill.). Completed formal merger and closedown of Integration Office (within 9 months). Lead Integration Office - 4 full-time project managers and 12 workstreams. Key results: • Implemented a project portfolio approach to planning multiple semi-annual aircraft rotation plans that took commercial, operational, technical and legal aspects into account. Over 2 year period increasing aircraft utilization by close to 20%. • Build business case by analyzing operations and assessing assets in order to then lead negotiations over a 4 month period that resulted in a profitable sell-off of post- merger Sterling subsidiary in Estonia. • Lead a 4-man PMO that successfully integrated the airlines in 9 months. Across 8 work-streams a combined savings of over DKK 750 mill on a joint previous cost base of approx DKK 4 bill was realized.

2000 – 2005 Maersk Air A/S

Positions: 2003 - 2005 Director Strategic Projects, Business and Process Improvement Nov03-Mar04 – Project member, “Fly As You Like” concept launch 2000 - 2003 Senior Manager, IS Development, Business/Process Improvement Jan-Mar. 2003 – Project Director of Board Strategy Review 2003 Jan-Jun. 2002 – Project Manager of Board Strategy Review 2002 Sep-Dec 2000 - Project Manager of Board Strategy Review 2000 Reported to: CFO (and CEO/Chairman for projects) Key activities: Lead company strategy reviews and develop decision scenarios for Management/Board. Strategic process improvement and upgrade of inventory, operations and technical core systems (4 project managers / 50.000+ manhrs / > USD 15 mill investment programme). Introduce project portfolio framework to ensure management prioritisation/alignment. Project manage key commercial initiatives (loyalty programme, ”Fly As You Like”). Implement internet booking and Content Management System, incl.processes. Supplier management and contract negotiations – Maersk Data / IBM, Amadeus, CSC. Key results: • Lead internal project team in creation of strategy recommendation to address increasing threat of low cost airlines and how Maersk Air could re-position itself. Outcome was a re-launch with “Fly As You Like” which enabled a significant passenger growth. • Responsible for formulation of strategy and delivery within 12 months of Maersk Air internet and online booking presence based on industry standards, by building a coalition of net-promoters from different departments. Result: Bookings increased from zero to 1000+ per week and return of investment was less than 6 months.

CV – Michael Laursen Page 2 of 3 1997 – 1999 Maersk DFDS Travel I/S

Positions: Fall 1999 Project Manager of Maersk DFDS Travel / DanTransport merger 1998 - 1999 Project Manager, Business Development & Process Improvement 1997 – 1998 IT/IS Manager, and member of Maersk / DFDS merger committee Reported to: CEO Key activities: Project manage and drive merger activities of Maersk-DFDS / DanTransport Travel. Implement new business processes based on new back-office system. Key stakeholder/sponsor of implementing TQM mindset in organisation. Supplier management and contract negotiations – Amadeus/Galileo, DFDS/Maersk Data Harmonize processes and systems in connection with Maersk / DFDS Travel merger. Key results: • Merger of Maersk / DFDS Travel and DanTransport Travel across 15 locations in Scandinavia accomplished 6 months after merge announcement. • Maersk / DFDS Travel on same processes and systems across 17 locations in northern with 8 months after merger announcement.

1990 - 1996 Maersk Travel A/S

Positions: 1996 - 1996 IT/IS Manager 1995 - 1996 IT Helpdesk Supervisor 1993 - 1995 Controller 1992 - 1993 Tariff Specialist 1990 - 1992 Trainee Reported to: Dept Manager (1990-1993), then CFO (and CEO for projects) Key activities: Lead transition and process improvements in going from dumb terminals to PCs. Develop IT Helpdesk to support organisation on all business/process problems. Supplier management and contract negotiations – Amadeus, Galileo, IT supplier. Align management reporting amongst invoicing, accounting and statistic systems. Languages Danish and English Fluent verbal and written German Fluent verbal and functional written Spanish Basic proficiency Scandinavian languages Good understanding Portuguese and Dutch Working knowledge Education School Graduate Diploma in Business Administration, Copenhagen Business School International Trade (1996): • Elective - International Business Strategies (Final paper – Strategic Options for SAS and KLM) • Thesis – Strategic options for regional airlines Trainee, Office Administration (1992) Maersk Travel • Travel Business Exam Travel Trade School, Odder, Denmark HH - Højere Handelseksamen (1990) Niels Brock, Copenhagen International Baccalaureate (1989) Escola Americana in Rio American High School Diploma (1989) Escola Americana in Rio Proficiencies • Project Management, PMI and Prince2 (expert level, but no active certificates at this time) • MS Office package, and MS Project (both at expert level) • MS Sharepoint, Lotus Notes and Jive content management systems • AXAPTA and SAP accounting systems • Amadeus and Galileo (global distribution systems), and Sabre / RM Rocade (airline resource man- agement and rotation planning system)

CV – Michael Laursen Page 3 of 3