Nils Linde-Laursen has over 30 years of experience in supply chain management and technical operations. He has worked in various leadership roles at companies like Ferrosan A/S, Erni-Bolte A/S, and Jørn Hansen A/S. Currently, he runs his own consulting firm called Nils Linde Consulting where he performs projects in areas like production planning, outsourcing, and establishing new factories. He has a background in industrial engineering and business administration and is proficient in tools like Lean, SAP, and productivity improvement methods.

1. CV for Nils Linde-Laursen
Manager within Supply Chain & Technical Operations
An educational background from Engineering combined with many years of Supply Chain as
well as General Management Experience, drives the focus on applying the best possible,
techniques and thinking when generating Technical / Supply Chain solutions, however
always balanced against general business and value creation potential. Is very experienced
within LEAN, Supply Chain Management, ERP systems (including SAP) and in general
“Efficiency Gain” projects – from different industries and company-sizes. Has performed
several insourcing / outsourcing projects as well as established / moved production to CEEU.
Has always been a well-respected manager with strong focus on people development and
value based management.
Key Leadership Competencies
Communication skills – Team builder/motivator – Analytical and goal oriented – Listening,
open minded, empathic and visible – Problem solver - Dealing with ambiguity - Operational
/ hands on
Personal competencies
Flexible – Enthusiastic – Honest – Effective – Handles last minutes pressure well – Loyal
Employment list
2009- Nils Linde Consulting
Among the projects:
2010-present. Actavis Lier (INPAC AS), Interim Chief Operations Officer
1997-2010 Ferrosan A/S
2009-2010. Senior Director, Operational development
2002-2009. Managing Director, Supply & Technical Operations
2001-2002. Director of Operations
1997-2001. Director of Logistics
1993-1997 Erni-Bolte A/S.
1996-1997. Director of Logistics
1993-1996. Manager of Logistics
1991-1993 Jørn Hansen A/S.
Director of Technical Operations
1985-1991 Price Waterhouse/IKO (today IBM)
Supervising Consultant
1981-1985 Lauritz Knudsen AS
4 jobs in production, Supply Chain Management and sales during the period
Education
1977 Mathematics/physics student from Gentofte Statsskole, Denmark.
1981 Bachelor of Engineering, Industrial Engineering with a focus on management and
economics, Technical University of Denmark, Lyngby.
1982-1990 Bachelor of Commerce (HD), Copenhagen Business School, Copenhagen.
Part II: Marketing Management (1985). Concluded all courses.
Part II: Business Logistics (1990).
Nils Linde-Laursen. Mail: nils.linde@mail.dk. Mobile: +45 4086 2011 Page 1 of 6

2. Employment and work experiences
2009- Nils Linde Consulting
Consulting company doing freelance consulting work for well-known consulting companies and in own
name. Focus is assignments in Technical Operations including Supply Chain Management, ERP systems,
productivity and LEAN.
Among the projects is:
Actavis Lier (INPAC AS), Norway, May 2010-now
Company produces RX and OTC pharmaceuticals. The factory was taken over by Actavis based on
bankruptcy of InpacPharma A/S.
Interim Chief Operations Officer
Member of the management at Actavis Lier. Reference to Executive Vice President of
Operations, Actavis Group.
Responsible for getting the plant operational after bankruptcy of InpacPharma AS, transfer
of products to other plants and supply of products to Actavis and other customers. In the
beginning of 2011 transfer ownership of the plant to the employees.
1997-2010 Ferrosan A/S
Ferrosan develops produces and sells drugs, natural remedies, food supplements and medical devices
through subsidiaries and distributors in more than 70 countries. Participated together with 4 others as
management investor in “Altor Equity fund’s” acquisition in February 2005.
Senior Director, Operational development, 2009-2010.
Promoted to Senior Director, Operational Development. Responsible for difficult projects
with significant impact on the economic result; annual value estimated to between 20-50
MDKK. Responsibility for Ferrosan SRL, Romania, 1 direct report and 60 employees in total.
Reference to CFO.
Among the results during this period are:
Considering outsourcing of all analytical activities (chemical / microbiological).
New strategy for Romanian factory. Expected yearly value exceeding 10 MDKK.
Initiated change of production planning principles towards LEAN principles.
Insourced a number of products from sub supplier. Yearly value 6-9 MDKK.
Managed changes of important product. Safeguard turnover of approx. 140 MDKK.
Managing Director, Supply & Technical Operations, 2002-2009.
Promoted to Managing Director, Supply & Technical Operations. Responsibility for 4
production units and QA, QC, regulatory affairs, engineering, Supply Chain Management and
procurement with 10 direct reports and approx. 200 employees. Reference to CEO. Ferrosan
increased during this period its turnover from approx. 500 MDKK to 1,275 MDKK and
EBITDA to 267 MDKK.
Among the results during this period were:
Reduction in capacity cost: Achieved 30-100 % improvement in productivity and
enhanced delivery performance using e.g. LEAN and organisational changes.
In-sourcing products from sub suppliers increased EBITDA approx. 20 MDKK per year.
Strategic outsourcing / out flagging projects resulted in upgrade of the tablet production
based on LEAN principles, expected finished in 2009-2010.
Initiated sourcing project (2006) - in 2008, saved 20 MDKK from focus areas.
In 2007 established Ferrosan SRL (Cluj, Romania) and obtained all necessary permits
for initiating production. Ferrosan SRL improved company EBITDA in 2008 with 1.3
MDKK. EBITDA value 2009 more than 4 MDKK. 2 direct reports and totally 50
employees.
Introduced Value Based People Management in the manufacturing organisation.
Director of Operations, 2001-2002.
Total restructuring of manufacturing, focusing on customer and market needs in the served
segments. Responsible for 2 production units, 6 direct reports and approx. 110 employees.
Reference to acting Vice President, Technical Operations.
Among the results during this period were:
Nearly stopped employee turnover by increasing employee satisfaction.
Achieved approx. 25% productivity improvement in 3 months.
Implemented a cost price reduction project. Saved 25% for the first product.
Nils Linde-Laursen. Mail: nils.linde@mail.dk. Mobile: +45 4086 2011 Page 2 of 6

3. Director of Logistics, 1997-2001.
Responsible for product documentation, material management, production planning, goods
receiving, inventories, packaging, customer service and shipping. 8 direct reports and 25
employees. Reference to Vice President, Technical Operations.
Among the results during this period were:
Logistics became an active partner to other parts of the company.
Developed with 10 project teams’ proposal for rationalization based on business
excellence principles. Proposal was used for implementation of SAP/R3.
Implementation of SAP/R3 as a total company ERP system. Project plan was kept.
Centralized material management for all inventories.
Reduced inventory with approx. 30 % maintaining delivery performance.
Substantial cost reduction for land based transport.
Implemented Vendor Managed Inventory with Johnson & Johnson and Pfizer.
Improved up scaling of new products by establishing clear responsibilities for all
departments.
Developed proposal for change of Technical Operations organization with the goal of
improving competitive advantage for all segments served. Implemented October 2001.
1993-1997 Erni-Bolte A/S
Wholesaler of stainless steel screws, bolts and nuts sourced in the Far East and southern Europe and
sold in northern and eastern Europe, some of it as private label. The company is later bought by
Bossard Group.
Director of Logistics, 1996-1997.
Member of the management board. Also responsible for purchasing, including 8 employees
in 2 teams.
Manager of Logistics, 1993-1996.
Responsible for goods receiving, warehouse, packing, transport and quality assurance and
control. 3 direct reports with 20-40 employees. Reference to CEO and owner.
Among the results were:
Finalized certification against the ISO9002-standard within 6 months.
Improved productivity in the warehouse based on simplified work procedures.
Reduced transport cost through changed transport routines.
Established autonomous work groups - increased employee commitment and
productivity.
Invested in new measurement equipment in QC. Achieved competitive advantage in
designing customer solutions.
Introduced EDI-communication and simple sales order entering system using barcodes.
Performed BPR-project (Business Process Reengineering) as foundation for user
requirements specification (URS) for new IT system. Used for implementation of
Concorde XAL.
Introduced quantity control of all received goods. Resulted in remarkable reduction of
faulty supplies from especially Far East vendors.
Established packing lines for cartons (pay-back approx. 2 years).
The warehouse was changed in two phases. The result was a warehouse increased with
800 m2 and a totally new concept for storing of materials and changed procedures for
pick and pack.
1991-1993 Jørn Hansen A/S
Sells and produces shop interiors and exhibition material. Focus on clothing stores, opticians and
pharmacies.
Director of Technical Operations
Responsible for manufacturing, purchasing, detailed design, order handling, warehouse and
final erection at customer site. 6 direct reports with approx. 50 employees. Reference to
CEO and owner
Among the results were:
Margin improvement, 30 % inventory value reduction, reduction of outstanding debts,
established simple planning routines and reduction of managerial positions by using LEAN
techniques. Established subsidiary in Sweden that turned into profit first year.
Nils Linde-Laursen. Mail: nils.linde@mail.dk. Mobile: +45 4086 2011 Page 3 of 6

4. 1985-1991 Price Waterhouse/IKO (today IBM)
International management consultant company connected to the auditor company Price Waterhouse
Coopers. Approx. 70 consultants in Denmark divided into Manufacturing, Human Resource, Financial, IT
and Strategy Services.
Supervising Consultant
Responsible for assignments covering:
Supply Chain Management / Logistics, IT in manufacturing and design, Production
management and organization, productivity gains in production and administration
Management for hire
Reference to partner.
Most assignments were in small / middle sized companies working closely with the company
and often as the only consultant. Among the assignments are: Jørn Hansen A/S, PC Plast,
O.G. Kverneland Fraugde, Lauritz Knudsen, Københavns Lufthavne, Evos Kemovit,
Scanbech, Migatronic, Industri- og Handelsstyrelsen, Hyllinge Møbler, KTAS, Domino Møbler,
Funki Staldinventar and Superfos Packaging.
1981-1985 Lauritz Knudsen AS
Lauritz Knudsen produces electrical switches from sizes used in home installations to 3,600 Amp. I
worked with operational development, manufacturing, supply chain management and sales.
Production Manager, assembly department, 1984-1985.
Responsible for material management, production planning, quality control, budget and HR.
5-8 direct report and approx. 90 employees. Reference to Director of Technical Operations,
Installation Material
Among the results during this period were:
Improved employee satisfaction and established a good team spirit.
Solved quality and supply problems for important product and tripled output of these.
Project coordinator, 1983-1984.
Responsible for development and implementation of IT based material and production
management system. Interim manager of the planning department for six months.
Reference to Manager of material management, Installation Material.
Product manager, Switch division, 1982-1983.
Responsible for forecasting and finished goods inventory as well as providing technical
assistance to customers and marketing. 3 direct reports. Reference to division director
Project coordinator, Planning department, 1981-1982
Responsible for development and implementation of IT-based inventory management
system. Focus was documentation and education of users. Reference to manager of material
management for Industrial sector.
Professional development
2007- Participate in 3 yearly management courses developed and managed by “VL Foreningen af
2007”
2006-09 Participate in focus group of “Production Directors” managed by The Confederation of Dan-
ish Industry (Dansk Industri).
2002-03 Management programme, Ferrosan, developed by Learn2Lead
2001- Participant in several internal management courses at Ferrosan
2000 APICS conference, Orlando, USA, organized by the Association for Operations Management
(APICS=Advancing Productivity, Innovation and Competitive Success)
2000 Executive program, Management Centre Europe
1999 APICS conference, New Orleans, USA
1997-98 Participated in a number of internal and external SAP courses
1997 Business Excellence, MRP-Limited, UK
1997-06 Management courses arranged by participants in VL-64
1996-97 30 days Advanced Executive Program (VL-64), organized by DIEU (now Mannaz)
1990 5 weeks, intensive LEAN course organized by Kawasaki Heavy Industries LTD, Japan for 4
participants. Aim was to learn the Kawasaki Production System (KPS), similar to the Toy-
ota Production System. Covered seminar sessions with intensive training in production.
Nils Linde-Laursen. Mail: nils.linde@mail.dk. Mobile: +45 4086 2011 Page 4 of 6

5. Language
Danish: Mother tongue
English: Proficiency (speaking, reading and writing)
German: Elementary (speaking and reading)
Swedish and Norwegian: Proficiency (listening and reading)
IT
Long time user of IT (including Mail, Calendar, Microsoft Word, Excel and Access) and
have participated in many decisions concerning IT.
Expert user of SAP R/3, ERP system.
Board memberships
2010- Jemo-pharm A/S. Board member
Company developing, manufacturing and selling herbal medicine and food supplements
2010- Dansk Skimmelsvamp Service ApS. Board member
Company removing mould fungus from buildings.
2010- Ketox A/S. Board member
Develops, manufactures and sells densification cloths.
1999-2008 Mathiesen A/S. Board member
Office equipment and copy machines. . Particularly involved in development of logistics. The
company was successfully sold in 2008.
2003-2007 Lysiplex A/S. Board member
Develops and produces illuminated signs. Particularly involved in planning and execution of
generational change.
1992-2004 Other board memberships
2000-2004. JDN Holding A/S and subsidiaries
2000-2002. Alba A/S
1994-1996. NordCoat ApS
1992-1993. Jørn Hansen & Partner AB, Örebro, Sweden
Personal information
Address: Solbakkevej 45, DK-2820 Gentofte, Denmark
Telephone: + 45 3963 0709 (home), + 45 4086 2011 (mobile)
Email: nils.linde@mail.dk
Born: February 20, 1958
Family: Married to Marianne, works at Sandoz (registration department). Two children adopted from
South Korea, Sofie, born January 1999, and Jacob, born April 2001.
Interest in spare time
Enjoy family life and social events with family and friends. Maintain private villa and
summer residence and enjoy art exhibitions
Exercise regularly; mostly by running or sailing when possible
References
Reference list can be obtained by request
Nils Linde-Laursen. Mail: nils.linde@mail.dk. Mobile: +45 4086 2011 Page 5 of 6

6. Enclosure 1
List of important projects
Nils Linde Consulting
2010 Interim Chief Operations Officer, Actavis Lier (INPAC AS), Norway
2010 Secure supply to a big pharmaceutical company from a bankrupt Norwegian supplier
2010 Establish supply chain process for biotech company
2009 Study of establishing factory in India
2009 Study of establishing sourcing service from India
Ferrosan A/S
2009 Develop new strategic platform for Ferrosan SRL, Cluj, Romania
2009 Evaluate outsourcing of Ferrosan laboratories (chemical and microbiological)
2009 Initiated implementation of LEAN principles in production planning
2008 Insourcing and transfer of products to Ferrosan SRL from both sub suppliers and Denmark
2008 Implementation of SAP R/3 in Ferrosan Romania
2007 Establish Ferrosan SRL, Romania. Obtain all approvals for production of food supplements
2006 Sourcing project with goal of saving 20 MDKK on purchasing from 2008. Goal reached
2006 Started upgrade of Ferrosan bulk production based on LEAN principles. Expected finished
2009/2010
2006 Conceptual design for new factory for all Ferrosan production
2006 Establish facility and insource probiotic production from sub supplier. All insourced in 2009.
Yearly EBITDA value approx. 15 MDKK
2005 Insource production of Strix from sub supplier. Yearly EBITDA value approx 2.5 MDKK
2005 Evaluating outsourcing of all Ferrosan production
2003-05 Several LEAN projects in Ferrosan, Soeborg including e.g. goods receiving, warehouse, bulk
production, quality control and quality assurance
2000-01 Evaluation of total change of Ferrosan Technical Operations. Implemented in 2001
1999 Implementation of Pfizer as contract manufacturing customer
1999-00 Implementation of SAP R/3 in Ferrosan subsidiaries
1998 Implementation of SAP R/3 in Ferrosan Soeborg
1997-98 Company II (Business Excellence) as base for SAP R/3 implementation in Ferrosan
Erni-Bolte A/S
1995-97 Extension and renovation of warehouse to narrow lane lifters including new racks all over
the warehouse based on half EUR pallet concept
1996 Selection of new integrated IT-system and starting customizing
1995 Installation of new packing line for screws, bolts and nuts
1993 Approval of quality system according to ISO9002 by Bureau Veritas
Jørn Hansen A/S
1992 Establishment of Jørn Hansen AB, Sweden
1992 A total restructuring of the plate and mounting departments according to LEAN principles
1991 Improvements of balance sheet by reduction of inventory and debtors
Lauritz Knudsen AS
1984-85 Turnaround for assembling department
1984 Implementing MRP system
1981-82 Development and implementation of real-time inventory management and picking system
Nils Linde-Laursen. Mail: nils.linde@mail.dk. Mobile: +45 4086 2011 Page 6 of 6