Carsten Jepsen has over 20 years of experience leading supply chain operations and logistics for global companies. He has held various vice president and general manager roles at companies like Coca-Cola, Carlsberg Breweries, and Nilfisk-Advance. Jepsen is currently the President of K2 Logistics, where he has led large-scale change initiatives, mergers and acquisitions, and the establishment of new facilities and distribution centers. He describes his leadership style as collaborative and focuses on setting direction, expectations, and supporting his team.

1. Carsten Jepsen… VISION s LEADERSHIP s VALUE CREATION
CAREER AT A GLANCE
1996 1998 2000 2002 2004 2006 2008 2010 2012 2014
Coca-Cola Tapperierne Carlsberg Breweries Nilfisk-Advance
Vice President Logistics
Operations Manager
Logistics Manager
Logistics Director
Corporate Logistics Manager
GM (VP) Customer Supply Chain
GM (VP) Strategic Projects, Americas
GM (VP) Business Development, Group
GM (VP) Logistics, Europe / Asia
Multi-Dimensional, Outcome-driven Business Leader with an exemplary
record of driving measurable improvements across the value chain of
global market-leading enterprises. Dynamic, cross-cultural team builder
and leader who motivates and inspires, fosters collaboration, unifies
teams, and instills high standards for performance excellence. Analytical
strategist with a history of leading ground-breaking initiatives for
navigating through major organizational change, turning around
underperforming operations, and advancing robust growth objectives
and goals.
Speaking Personally…
Q
A. Set clear expectations between project owner and project lead. I find
that the best teams are cross-functional teams with the right combination
of skills, knowledge and influence to deliver the results. Communication
and alignment of vision, strategy and goals is to me the most important
task. Empower the overall projects lead to get things done and to
prioritize. From there: Regular team meetings, progress reporting etc. –
and if something is about to take an undesired turn – do not hesitate to
take action.
K2 Logistics
President
Optimizing Performance
What is the secret to leading large-scale change initiatives
effectively?
Q
What is your approach to inspiring teams?
a specific initiative or task needs to be performed. Communicating the
end game is important, and having a common vision of the end state
between team members is equally important, and that most often
inspires people to reach for the goal. Recognizing the personal drivers of
individual team members and utilizing them to unite the team for
commitment to the end result.
A. It is crucial that all team members understand the vision and why
Q
Why are global considerations important in today’s
marketplace?
A. Value Chains are spread globally with the up-side of low cost, but
with potential downsides, for example costly delays and lack of control
of your extended third tier outsourced supply chain. Due to
globalization, smaller companies can grow global faster through new
sales and marketing channels, access to data and other tools. One
thing is for sure – if you are not thinking globally, your company will not
thrive for long.
Operations /
Supply
Chain
Management
Teambuilding /
Cross-functional
Leadership
Go-to-market
Strategies and
Customer Service
M&A /
Integration /
Change
Management
Multi-
Dimensional
Capabilities
Financial
Control &
Modeling
Sales & Ops.
Planning /
Purchasing
International
Logistics /
Warehousing /
Transportation
Continuous
improvement /
Lean Six Sigma
Strategic
Planning /
Tactical
Execution
Program &
Project
Management
DYNAMIC RESULTS
Led transformation of the North American
production and distribution footprint,
which included closing down existing facilities,
moving production to a new facility in
Mexico, establishing a new distribution center,
and merging back offices.
Initiated
and launched more than
30 improvement projects
that turned around poorly performing
customer supply chain operations in North
America, which more than doubled next-day
delivery performance to 85%+ within first five
months.
Established
Instrumental part of the company’s growth
strategy. Successfully led the acquisition of
Chinese market leader and three strategic
regional businesses.
Planned
a new M&A function
which was an
and directed the merger
of two large logistics
organizations into a single operation, which
generated substantial efficiencies and
economies of scale.
Q
How would you describe your leadership style?
A. I am a collaborative leader; I include my team in decision
making whenever possible. I am a coach who sets direction and
expectations, and expects people to meet deadlines with the support I
provide.
> 6690 Promontory Drive, Eden Prairie, MN 55346 carsten_jepsen@yahoo.com
Cell: 763-218-6822 www.linkedin.com/in/carstenjepsen