Curriculum Vitae
Per Navndrup Pedersen
Executive Leader | Commercial & Operational Leadership | Profit & Performance Optimisation | Engineering, Data & AI | Shipping, Energy & Commodities | Strategy & Execution
Copenhagen Metropolitan Area
Summary
I am an executive leader with 20+ years of experience spanning commercial and operational leadership, engineering, shipping, technology, data and analytics.
My career combines an unusual range of disciplines — from Marine Engineering and Navigation, frontline operations and commercial shipping to P&L responsibility, performance optimisation, data, AI, product and executive strategy.
My focus has remained consistent: understanding what drives profitability, creating transparency around performance, identifying where resources and investment can generate the highest returns, and turning those opportunities into measurable results.
I combine commercial thinking with a deep understanding of how complex operations and physical assets actually work. This allows me to move between financial performance, operations, engineering, data and technology — and translate between specialists across those disciplines.
I have applied this approach at increasing scale: from operating complex vessels and managing commercial tanker operations to building performance functions, leading multidisciplinary teams, managing ~USD 155m in annual fuel procurement, delivering $80m+ in financial impact, and ultimately taking responsibility for strategy, intelligence and data-driven products.
A recurring theme in my work is finding opportunities hidden across organisational boundaries. I break complex businesses into their underlying value drivers, establish meaningful benchmarks, challenge assumptions and focus resources on opportunities with the greatest commercial impact.
I am particularly interested in businesses where data, technology and domain expertise can materially improve decision-making, asset utilisation, operational performance and profitability.
My experience includes:
- Commercial & operational leadership
- P&L & business performance
- Profit & performance optimisation
- Engineering & asset performance
- Shipping, energy, trading & commodities
- Data, analytics & AI
- Market intelligence & decision support
- Product & technology leadership
- Strategy development & execution
- Digital & business transformation
- Cross-functional leadership
While much of my career has been built in maritime and shipping, the problems I specialise in — performance, profitability, resource allocation, decision-making and execution — extend far beyond a single industry.
My focus was on building capabilities that help customers improve profitability — creating transparency around what good performance looks like, identifying opportunities for improvement, quantifying their potential value and enabling better commercial and operational decisions.
Experience
Clarksons/Sea
Vice President of Product / Intelligence
April 2023 – Present (3 years 6 months)
Gentofte
Executive leadership role at the intersection of commercial shipping, strategy, market intelligence, data and technology. Responsible for strategy and a key contributor to shaping Sea’s company vision, translating strategic direction into priorities and execution across the product portfolio.
My focus was on building capabilities that help customers improve profitability — creating transparency around what good performance looks like, identifying opportunities for improvement, quantifying their potential value and enabling better commercial and operational decisions.
Key areas of responsibility and impact:
- Vision & Strategy — held responsibility for strategy and played a leading role in shaping Sea’s company vision, connecting market and customer needs with commercial opportunities, data and technology.
- Profit & Performance Optimisation — shaped capabilities that establish benchmarks, create transparency around value drivers and identify actions with the greatest potential commercial return.
- Maritime Intelligence & Decision Support — led intelligence, analytics and data-driven capabilities supporting better commercial and operational decision-making.
- Data, Analytics & AI — drove the application of data, analytics, AI and predictive modelling to complex commercial shipping problems.
- Portfolio Leadership — prioritised initiatives and allocated resources based on strategy, customer value, commercial potential and expected return.
- Digital Products — led capabilities spanning freight and chartering workflows, market intelligence, contracts, compliance, carbon and analytics.
- Cross-functional Leadership — led multidisciplinary teams across product, engineering, data and domain expertise, translating strategy into execution.
Maersk Tankers
Head of Bunker
March 2017 – August 2022 (5 years 6 months)
Copenhagen Metropolitan Area
Senior commercial and operational leadership role with end-to-end responsibility for bunker management and vessel performance, combining commercial expertise, data and analytics to optimise profitability across a global tanker fleet.
Led three multidisciplinary teams of 20+ bunker managers, analysts, engineers and naval architects. The team managed ~DKK 1bn (~USD 155m) in annual fuel procurement, spanning sourcing, commercial optimisation, vessel performance and fuel utilisation.
Key responsibilities & impact:
- Profit & Performance Optimisation — created financial transparency across bunker and vessel performance, identifying value leakage, benchmarking performance, quantifying opportunities and prioritising the highest-return initiatives.
- USD 80m+ Financial Impact — led data-driven optimisation initiatives that eliminated more than USD 80m in organisational spend between 2018–2022.
- Data-driven Procurement — developed structured procurement processes with decision tracking and benchmarking against indices, market prices and counterparties, creating transparency around procurement performance.
- Asset & Commercial Optimisation — combined bunker economics, hydrodynamics, vessel performance and commercial TCE earnings to support vessel selection and maximise profitability.
- New Ventures & Innovation — contributed to early concepts and optimisation logic behind what became ZeroNorth, combining fuel economics, vessel performance and commercial earnings to optimise profitability. Helped establish the data-driven procurement model for the Maersk Tankers/Cargill collaboration that became Pure Marine Fuels — defining processes, data, decision tracking and benchmarking around ClearLynx to improve transparency and procurement performance across both organisations.
- Commercial Leadership — accountable for financial distribution across seven tanker pools, 30 pool partners and ~220 vessels, while leading cross-functional commercial, technical and analytical teams.
TORM A/S
Head of Operational Performance
June 2015 – February 2017 (1 year 9 months)
Copenhagen
Established and led TORM’s Operational Performance function, driving performance improvements across commercial and technical operations and working directly with Captains and Chief Engineers to translate data-driven insights into measurable financial and operational improvements onboard the vessels.
Built the function around financial transparency and data-driven performance management — establishing benchmarks, identifying performance gaps, quantifying improvement opportunities and directing resources toward initiatives with the greatest financial impact.
Key responsibilities & impact:
- USD 4m First-Year Impact — delivered approximately USD 4m in savings during the first year through improved fuel and energy efficiency.
- Operational Excellence — drove performance optimisation across vessels and shore-based functions, translating operational and technical data into measurable bottom-line improvements.
- Financial & Performance Analytics — combined TCE, OPEX, CAPEX, fuel consumption and vessel-performance data to create transparency around the financial impact of operational decisions.
- Resource & Investment Prioritisation — used financial analysis and performance benchmarks to identify where resources and investment could generate the greatest returns.
- Energy & Vessel Performance — developed and implemented initiatives to improve fuel efficiency and vessel performance across the fleet.
- Function & Team Building — established the Operational Performance department from the ground up, building the team, processes, performance framework and ways of working.
- Cross-functional Leadership — worked across commercial and technical functions and directly with Captains and Chief Engineers, connecting financial objectives and performance insights with frontline execution onboard the vessels. Pasted text
Vessel Manager
January 2014 – June 2015 (1 year 6 months)
Copenhagen
Operational leadership role with responsibility for a fleet of nine MR product tankers, with accountability for vessel performance, tradability, TCO, OPEX, CAPEX, off-hire, fuel efficiency and maximising TCE.
Led and worked closely with 30+ Captains and Chief Engineers, connecting shipboard execution with commercial and technical priorities to maximise fleet performance and profitability.
Key responsibilities & impact:
- Fleet Performance & Profitability — managed vessel performance across nine MR tankers, balancing revenue generation, operating costs, technical reliability and asset performance to maximise TCE.
- P&L Drivers & Cost Management — accountable for key financial and operational drivers including TCO, OPEX, CAPEX, off-hire and fuel efficiency.
- Commercial & Operational Integration — worked across chartering, commercial, technical and shipboard operations to optimise decisions across the full vessel value chain.
- Asset Performance — ensured vessels remained safe, reliable and commercially tradable while balancing short-term operational requirements with long-term asset performance.
- Leadership — led 30+ Captains and Chief Engineers, aligning onboard management with commercial and technical objectives and driving accountability for performance.
- One TORM Model — leveraged TORM’s integrated ship-and-shore operating model to connect commercial, technical and operational decisions and improve overall fleet performance. Pasted text
Senior Operations Manager
May 2013 – December 2013 (8 months)
Copenhagen
Commercial operations role managing multiple Time Charter (TC) and spot contracts for company-owned tanker vessels, with responsibility for financial and operational performance, contract execution and commercial risk.
Key responsibilities & impact:
- Commercial & Financial Performance — managed vessel employment and contract execution with focus on maximising TCE and overall voyage profitability.
- TC & Spot Operations — managed multiple Time Charter and spot contracts, ensuring effective execution while protecting commercial interests and contractual performance.
- Risk & Contract Management — managed operational and commercial risks, contractual obligations, counterparties and stakeholder relationships.
- Cross-functional Optimisation — worked closely with chartering, technical teams and vessel management to connect commercial decisions with operational execution.
- Asset & Energy Efficiency — represented the commercial organisation in energy-efficiency and dry-docking projects, ensuring investment and technical decisions considered their impact on vessel earnings and commercial performance.
DS NORDEN
4 years
Head of Operations – Senior Operations Manager
June 2011 – August 2012 (1 year 3 months)
Washington DC–Baltimore Area
Led commercial operations for Norient (USA) LLC, overseeing 20–30 product tankers across owned and chartered tonnage and leading the US operations team from the Washington DC/Baltimore area.
Responsible for commercial execution, vessel profitability, contract performance, operational risk and customer relationships, working closely with chartering, customers, vessels and international stakeholders to maximise fleet performance.
Key responsibilities & impact:
- Commercial Operations Leadership — led the US commercial operations function with responsibility for the operational and financial performance of 20–30 product tankers.
- Tanker & Voyage Operations — managed execution across owned and chartered tonnage, balancing vessel utilisation, voyage economics, customer requirements and operational constraints.
- Profit & Performance — focused on maximising TCE and commercial performance through effective voyage execution, cost control and proactive operational decision-making.
- Contract & Risk Management — managed charter-party obligations, commercial risk, claims and contractual disputes, protecting commercial interests while maintaining strong counterparty relationships.
- Customer & Stakeholder Management — managed relationships with customers, charterers, owners and internal stakeholders across an international operating environment.
- Team Leadership — led and developed the US operations team, establishing accountability and close coordination between operations, chartering and vessel stakeholders.
Team Leader of Operations Department – MR/LR
January 2011 – June 2011 (6 months)
Copenhagen
Led commercial operations for 20–24 MR/LR product tankers, supporting trading activities across Russia, Europe, the Middle East and Africa and leading the operations team responsible for voyage and contract execution.
Accountable for maximising financial and operational performance within the commercial terms of each fixture, including responsibility for short-term in-chartered tonnage.
Key responsibilities & impact:
- Commercial Operations — managed voyage and contract execution across 20–24 MR/LR tankers, focused on maximising TCE and profitability within agreed charter-party terms.
- Trading Support — worked closely with chartering and trading teams across multiple international markets, translating commercial fixtures into effective operational execution.
- P&L & Performance — managed the operational drivers of voyage profitability, including costs, vessel utilisation, delays and contractual performance.
- In-chartered Tonnage — accountable for the operational and commercial performance of short-term chartered vessels.
- Contract & Risk Management — managed charter-party obligations, commercial and operational risk, claims, compliance and dispute resolution.
- Team Leadership — led operations personnel and coordinated closely with chartering, vessels, counterparties and other stakeholders to ensure effective execution.
Operations Manager
September 2008 – February 2011 (2 years 6 months)
Copenhagen
Commercial operations responsibility for 8–14 product tankers trading across Russia, Europe, the Middle East and Africa, managing voyage execution from fixture through completion.
Responsible for maximising financial and operational performance within the commercial terms of each fixture, working closely with chartering, vessels, customers and counterparties.
Key responsibilities:
- Voyage & Commercial Operations — managed day-to-day commercial execution across 8–14 product tankers, focused on maximising TCE and voyage profitability.
- P&L & Performance — managed key operational drivers of voyage results, including costs, delays, vessel utilisation and contractual performance.
- Chartering & Trading Support — worked closely with chartering and trading teams to translate commercial fixtures into effective operational execution.
- Contract & Risk Management — managed charter-party obligations, operational risk, claims and contractual issues throughout the voyage lifecycle.
- Customer & Stakeholder Management — coordinated with customers, brokers, agents, vessels and internal stakeholders across multiple international markets.
A.P. Moller – Maersk Group
9 years 2 months
Dual Maritime Officer | Marine Engineer & Navigational Officer
August 1999 – September 2008
Nine years with A.P. Moller – Maersk, progressing through the maritime officer programme and serving as a Dual Maritime Officer across some of the world’s largest container vessels.
Educated and trained across both Marine Engineering and Navigation, developing a strong engineering foundation alongside responsibility for operating complex, safety-critical assets. This included power generation and distribution, propulsion, electrical and mechanical systems, automation, energy efficiency, maintenance and technical troubleshooting.
The dual background provided a deep understanding of how engineering systems, operational decisions and data interact to determine asset reliability, efficiency and overall performance — a technical foundation I have subsequently combined with commercial leadership, financial optimisation and data-driven decision-making.
Key responsibilities & experience:
- Engineering & Power Systems — operated and maintained complex marine power plants, including power generation and distribution, propulsion, electrical and mechanical systems, automation and auxiliary machinery.
- Technical Operations — responsible for engine-room operations, fault finding, preventive maintenance and reliability of safety-critical equipment and systems.
- Navigation & Vessel Operations — served as a Navigational Officer with responsibility for bridge watchkeeping, passage planning, navigation and safe vessel operations.
- Asset Performance & Energy Efficiency — developed first-hand understanding of how equipment condition, operating parameters, energy consumption and operational decisions affect efficiency, reliability and asset performance.
- Safety & Risk Management — operated within a highly regulated, safety-critical environment covering compliance, inspections, emergency preparedness and operational risk.
- Leadership & Training — held personnel responsibilities and served as a Designated Training Officer in multinational operating environments.
DTO – Designated Training Officer
April 2005 – August 2005 (5 months)
Selected as Designated Training Officer (DTO) onboard a 350-metre Maersk training vessel, responsible for the professional development and practical training of eight Dual Officer Cadets during worldwide operations.
Combined formal instruction with hands-on training across both engineering and navigational disciplines, ensuring progression against STCW requirements and Maersk’s operational standards.
Key responsibilities:
- Leadership & People Development — responsible for the training, development and performance progression of eight Dual Officer Cadets.
- Engineering Training — delivered theoretical and practical instruction across mechanical engineering, electrical systems, power generation, machinery operations, maintenance and troubleshooting.
- Navigation & Operations — trained cadets in navigation, bridge operations, cargo handling and safe vessel operations.
- Safety & Compliance — ensured training and competency development aligned with STCW requirements and operational safety standards.
- Technical Knowledge Transfer — translated complex engineering and operational subjects into structured, practical training applicable to real-world vessel operations.
Maritime Officer (Dual)
January 2004 – March 2005 (1 year 3 months)
Denmark
Served as a Dual Maritime Officer, combining the responsibilities of a Marine Engineer and Navigational Officer onboard large ocean-going vessels operating worldwide.
Developed hands-on engineering and operational expertise across complex power, propulsion, electrical and mechanical systems while simultaneously performing navigational and vessel-operation responsibilities.
Key responsibilities & experience:
- Marine Engineering & Power Systems — operated and maintained propulsion systems, power generation and distribution, electrical and mechanical equipment, automation and auxiliary machinery.
- Technical Operations — performed engine-room watchkeeping, fault finding, troubleshooting, preventive maintenance and repair of complex, safety-critical equipment.
- Navigation & Vessel Operations — performed bridge watchkeeping, navigation, passage planning and other operational responsibilities during worldwide trading.
- Engineering Data & Performance — monitored machinery and operating data to assess equipment condition, efficiency, reliability and performance.
- Safety & Risk Management — responsible for operational safety, inspections, emergency preparedness and compliance within a highly regulated environment.
- People & Operations — coordinated technical personnel and worked across deck and engine departments to ensure safe and reliable vessel operations.
Dual Cadet
August 1999 – December 2003 (4 years 5 months)
Denmark
Combined formal education at Svendborg International Maritime Academy with extensive practical sea training through A.P. Moller – Maersk’s Dual Officer programme, developing competencies across both Marine Engineering and Navigation.
Gained hands-on experience operating complex vessels and engineering systems across offshore, gas tanker and global container shipping:
- Offshore Operations — served onboard Assister Maersk, a supply and anchor-handling vessel operating in the North Sea offshore sector.
- LPG / Gas Shipping — served onboard Jesper Maersk, an LPG tanker trading internationally, gaining experience with specialised cargo and vessel operations.
- Container Shipping — completed sea service onboard A.P. Moller – Maersk container vessels operating across global trade routes.
- Marine Engineering — practical training across propulsion, power generation, electrical and mechanical systems, machinery operation, maintenance and troubleshooting.
- Navigation & Vessel Operations — practical training in navigation, bridge operations, cargo operations, safety and international vessel operations.
This combination of academic engineering education and practical responsibility onboard complex industrial assets established the technical and operational foundation for my subsequent career in commercial shipping, performance optimisation and executive leadership.
Education
Product School
Product Management Certificate
February 2025 – June 2025
Syndicate
Certificate, Product Leadership in Practice
January 2024 – June 2024
Copenhagen Business School
Graduate Diploma in Business Administration, Organization & Management
Specializing in Strategic Management and Business Development
2008 – 2012
SIMAC – Svendborg International Maritime Academy
Dual Purpose Ship’s Manager
1999 – 2007
Harvard Division of Continuing Education Professional Development Programs
IEL – Institute for English Language, English Language and Literature/Letters
2006 – 2006
