Kasper J. H. Ditlevsen

Kasper J. H. Ditlevsen is one of five co-owners of the Nexus International Group and affiliated Nexus companies. He serves as managing partner and holds directorships in group-, subsidiary- and JV entities. Nexus International provides global advisory services & solutions, unlocking growth, problem solving and value creation for companies across industries and around the world. With 30+ senior executives in the expert panel, Nexus International capabilities spans very wide.

Supervisory Board Member - Non-Executive Director at Best Western International Hotels master license representative in Ukraine called ArtBuild Hotel Group. ArtBuild Hotel Management provides turnkey management solutions to any hotel owner. Kasper Ditlevsen helps developing & supervising the strategy, concept & performance of the company.

Leading business and managing offices in Eastern Europe, providing customer-centric management consulting services to senior management and executives at leading retailers and FMCG's / CPGs including software solutions designed for account holders, category-, brand- & marketing management, as well as centralised shopper and trade insights functions. Symphony EYC is part of Symphony Technology Group

One of the largest professional services companies in the world Strategy & Operations, Advisory – Russia & CIS countries • Member of the Global Strategy Group • Co-Leading Strategy & Operations in Russia & CIS • Establishing, developing & leading Consumer Markets (FMCG & Retail) & Agriculture team, capabilities & services

Redesigning business model, developing strategy for the CIS markets & execution of a commercial turnaround.

As a part of a complete turn-around project, Kasper Ditlevsen held an interim position as Deputy CEO.

As a part of an interim turn-around project, Kasper Ditlevsen took the interim position as COO in order to consolidate 17 regional brand approaches to a international new brand strategy, as a part of a IPO preparation.

Jahn & Jensen Group is having 2 main companies with two different sales channels, where Kasper Ditlevsen was managing the main company. He was a mandatory participants of all board meetings, P&L responsible for more than 80% of the group of companies. He managed 40% of the top-management. All commercial departments was within his respective areas of responsibility.