Board Chairman · Non-Executive Director · Bergen, Norway
Kjeld Zacho Jørgensen
Aviation · Infrastructure · Tourism · Governance
Board and executive leader with experience from large, publicly owned infrastructure and transport organisations across Denmark, Greenland and Norway – as Chairman of Greenland Airports and Air Greenland, Board Member of VisitDenmark and Odense Light Rail, and CEO of Billund Airport.
About
I truly believe that good leadership makes a difference, both as CEO and as member of boards.
I believe that purpose gives meaning and that words create reality.
Leadership is when we together figure out where we are, where we are going and how we will get there
I tend to keep a cool head and a warm heart in what I do
Kjeld Zacho Jørgensen — Bergen
A Board perspective shaped where transport, destinations, public authorities and commercial partners meet.
I bring Board and executive experience from large, publicly owned infrastructure and transport organisations, where long-term investment, operational continuity, public accountability and commercial discipline have to be balanced.
As CEO of Billund Airport, Chairman of Greenland Airports and Air Greenland, Chairman of Danish Coastal and Nature Tourism and Board Member of VisitDenmark, I have worked on both sides of the visitor journey — from the infrastructure that carries people to the destinations that receive them.
In my Board work I aim to be analytical in my judgement, committed to the people around the table, and focused on getting things done. I live in Bergen.
“Fellow Board members describe me as a good listener who creates a positive atmosphere and a trusting dialogue — and as someone who gets things done and follows up.”
Board impact
Governance at national scale
Board and executive responsibility for infrastructure, organisations and budgets of national significance.
3
New international airports
Built in Greenland while I chaired the Board of Greenland Airports.
13 + 46
Airports and heliports
Board oversight of a national network operating in demanding Arctic conditions.
DKK 25bn
Budget responsibility
Responsibility for budgets of up to DKK 25 billion.
~25,000
Employees
Senior leader in the merger of four counties into the Region of Southern Denmark.
Board & executive portfolio
Board and executive experience
Roles across aviation, infrastructure, tourism, the public sector and state-owned enterprises in Denmark, Greenland and Norway.
Chairman
Greenland Airports
State-owned operator of a national network of 13 airports and 46 heliports in demanding Arctic conditions. Led the Board through the construction of three new international airports.
I was chair for five years where construction of the airports had just begun. In 2024 the new international airport in capital Nuuk was inagurated, changing the infrastructure and accesability for all of Greenland for many years ahed.
In spring 2026 the airport i Qaaortog was inagurated and in late october 2026 the new internartional airport in Ilulissat will open. Both airports contribute to accessability both internationally and domestic.
During my years the government wanted us to do a merger with the stateowned Mitterfeqarfiit - and thus establishing Greenland Airports as one stateowned airport company for all of Greenland.
As most people can imagine doing airport business in the Arctic is extremely challenging, and the geopolitical situation added on to the strategic tasks we had to deal with - in close contact with the Greenlandic government and administration.
Chairman
Air Greenland
the national flagship airline af Greeenland. With the enormous coundtry and lack og roads airplanes and helicopters are in the center of creating connections in all af Greenland. Air Greenland is part of the critical infrastructure that ties people, places and freight together.
originally the owners were Greenland, Denmark and SAS. During my time in the company there was a wish from all three owners, that the company as a whole should be 100% greenlandic. tohhter with the owners - withe the greenlandic government as leading partner - the board organized a clear and transparent proces, where the owners could make share buyback to the Government of Greenland.
In late 2020 Air Greenland aquired af brandnew Airbus 330-800, a proces that I was a part of up until I left the company to become Chair of Greenland Airports
Chief Executive Officer · eight years
Billund Airport
CEO for eight years, where I was part of a turnaround both financially and organizationally. Improving the financial results from around 0 - 5 MDKK to around 50 - 70 MDKK. Passenger number grew from 1,9 mill to 3,6 mill during my period. there is of course a close relation between passenger numbers and financial results, although it is not linear.
Developing the organization from a airport in the province to an international airport with more than 100 direct destinations and connection to more than 540 destinations worldwide with just one connection
Up to 10 national carriers served Billund Airport with connection to the major hubs in Europe.
As CEO I was accountable to the Board for strategy, investment and financial performance.
Running and developing an airport takes a lot of resciliense, a clear vision and strategy, communicating the strategy and making sure, that the goals are turned into reality. Everyday business in aviation is all but everyday-like. Something undforesee always happens and as CEO you have to be able to navigate in unknown and insecure waters.
Board Member
Odense Light Rail
On the Board through the construction and commissioning of a new light rail system.
During my period in the Board the construction was finalized and the commisioning af a new alternative system of transportation was serving the third largest city in Denmark.
Financial overwiev, risk management and developing the organization were major responsabilities.
The Liight Rail has since proved the succes that was planned.
Board Member
Helse Bergen HF
Norwegian state-owned health trust, with a budget of 13 MNOK and 14.000 empolyees. Delevering a full spectre of helth services to the region
Financial oversight, risk management, collaborating with other hospitals, communicating with the owner - the Norwegian Health Department- public affairs and clear and transparent governance were some af the important tasks.
Working in a big, professional organization with many experts requires an open mind od interest in learning the different departments, and at the same time keeping a strategic overview.
Being member of the Board has given me direct experience of Norwegian state enterprise governance.
Board Member
NIRAS
Niras is a fullsale engineering consultancy.
During my period in the Boars we made a merger with another company making Niras the third largest consultancy in Denmark. Covid 19 was also part of the challanges we had to deal with both in relation to the costumers and to the empolyees. New ways of working were invented and tested during these two years.
And finally I will mention a turnaround with an emphasis on creating better profits.
Board Member
VisitDenmark
Denmarks national tourism organisation
I have been a member of the Board 2010-18 and again 2022 - present.
The main tasks for VDK is marketing Denmark abroad and nation branding to attract more tourists and visitors to Denmark. It has to be a sustainable development environmentally, economic and societal. A major focus is to make sure that VDK contributes to developing tourism in all of Denmark year round.
Providing the industry with data and analyses as a tool for decisionmaking. At present VDK is developing VisitData wich i a gigital platform integrating many different types data ond presenting the to the enduser in a way that makes it easy to unerstand and transform into business.
Collaborating with all parties in the industry, public organisations both national and local is a crucial foundation for making things happen.
Chairman
Danish Coastal and Nature Tourism
sustainable destination development along Denmark's coasts and in its natural areas, in close collaboration with other NTO´s, DMO´s municipalities and the industry.
Danish Costal and Nature Tourisme works within the framework of the National Tourism Strategy. We want to set a common agenda for the development with vision, ambition, direction, prioritization and a clear focus. we contribute to maintain a continous growth making sure, that Denmark is winning marketshares in a competitive market.
Developing destinations and areas to attract more visitors, creating jobs and profits in all parts of Denmark is what brings succes in our collaboration withe the lokal Destination Managment Organizations.
Chairman · ten years
Danish Travel Guarantee Fund
The Travel Guarantee Fund is a private, self-governing institution that covers losses and expenses for travel costumers who have entered into an agreement for a travel arrangement with at Danisk established tour operator/ company or intermediar/ agent for a foreign tour operator with an office in Denmark, which is subsequentlu declared bancrupt.
The key responsibilities for the Board is financial oversigt, risk management, customor protection in balance with the members - toru operaters - who funds everything.
with board members from the customor protection side and from the indystry it is my job as Chair to secure a transparent governance based on thorough analyses to prevent bancrupcies by being proactive.
Senior leader · public sector
Region of Southern Denmark
The Region af Southern Denmark is the merger of four counties into one region of approximately 25,000 employees and a budget of 25bnDKK.
the main task of the Region is the healthcare system - somatics and psychiatry. The region also has the overall responsibility for regional economic development and runs a number of highly specialized social service.
All task are solved in close cooperation with national and local authorities.
my job as CEO was the overall responsibility of the organization, financial oversight, public affair, counseling the elected board of politicians, risk management and organizational development.
As the Region was newly established in my time as CEO obviously there were many processes, policies, responsibilities, collaborations and many more which had to be developed. This required a clear strategy, trust, transparent governance and quite a lot of work.
Board perspective
How I approach Board work
01
Strategy and oversight, not operations
I engage deeply with direction and priorities, hold management to account, and leave operations to the CEO and the organisation.
02
Analytical, and focused on execution
I analyse complex matters before decisions are made, and make sure priorities become measurable outcomes that are followed up.
03
Trust that enables challenge
I build trust with fellow directors, the CEO and management. That trust is what makes independent, constructive challenge productive.
04
Financial and risk discipline
Close attention to investment cases, cost control, financial performance and enterprise risk — including ten years chairing the Danish Travel Guarantee Fund.
05
Clear governance in public ownership
Clear roles between owner, Board and management, and respect for public accountability.
Areas of expertise
Where I contribute
Aviation, airports & infrastructure
Governance of large transport infrastructure from business case to commissioning — airports, light rail and the networks around them, where operational continuity is critical to society.
Tourism & destination development
Destination development that is economically, socially and environmentally sustainable: value for the business, benefits for local communities and care for nature, across seasons and regions.
Governance & public ownership
Close dialogue with the governments of Greenland and Denmark, ministries, agencies, regions and municipalities, and with state owners in Denmark, Greenland and Norway.
Transformation & financial oversight
Organisational transformation at scale, and close attention to investment cases, cost control, financial performance and enterprise risk.
The wider transport ecosystem
How rail, aviation, road and ferry connect, and how infrastructure drives tourism flows, regional connectivity and sustainable development.
International perspective
Board and executive experience across Denmark, Greenland and Norway and with international airlines — drawing on lessons across industries and borders.
Board responsibilities
Where I can take responsibility on the Board
Strategy & priorities
Long-term direction, international growth and new opportunities; infrastructure priorities and regional connectivity.
Investment & modernisation
Major investment and modernisation programmes, from business case to commissioning.
Organisation & transformation
Performance, leadership and transformation; CEO evaluation and succession.
Resilience, risk & finance
Operational resilience, enterprise risk and financial oversight; Board committee work.
Owners, stakeholders & partners
State owners, authorities, airlines, destination organisations and strategic partners.
Document library
Credentials & professional materials
Executive CV
A complete overview of my Board and executive career.
Board Value Proposition
How I approach Board work and where I can take responsibility.
Contact
Let’s talk about Board work.
For Board, chair and advisory roles, I welcome a conversation with search consultants, owners and fellow Board members.