Customer Base
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m+
Markets Covered
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CLV Uplift Delivered
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Partner P&L Responsibility
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0
m
Frederik Klitvad
Customer strategy and commercial growth leader with 10+ years of international experience across retail, energy and mobility. I turn customer insight into sharper decisions, stronger performance and scalable engagement. I connect strategy, transformation and execution.
Customer insight only matters when it changes a decision.
Across 27 markets, I have helped international businesses connect customer behaviour with commercial priorities. This includes value and retention, partnerships, operating models and market execution. My strength is translating complex evidence into clear choices, aligning senior stakeholders and building practical frameworks teams can execute. CRM and loyalty are capabilities within that work, not the destination.
My work sits at the intersection of customer strategy, commercial performance and transformation. I shape the direction, the decision framework and the path to delivery.
Having lived in three countries and worked across 27 markets, I know how to make global strategy useful locally and bring local realities back into senior decision making.
WHERE I CREATE VALUE
Customer Strategy and Insights
I turn customer behaviour, market evidence and commercial context into a clear view of where to play, what to prioritise and how to create sustainable customer value.
Commercial Performance and Decision Making
I build KPI frameworks, value models and management narratives that connect customer outcomes to revenue, retention and investment choices.
Customer Engagement and Journeys
I design the strategies and operating principles that improve journeys, propositions and engagement. CRM and loyalty are capabilities within that toolkit, not the strategy itself.
Proposition & Customer Value
I develop customer propositions around real customer needs and commercial value, using insight and data to shape what should be built, who it is for and how success should be measured.
Selected Customer & Commercial Cases
bp | Customer Lifetime Value
Scaling Customer Lifetime Value
Built adoption of a forward-looking CLV capability across leadership and operational teams, turning customer value modelling into practical decisions around propositions, investment and product development.
+15% average customer value
View Case
Challenge
Public companies naturally operate with a strong focus on quarterly performance, which can make it difficult to balance short-term commercial results with long-term customer value. We wanted to change that by using a CLV model that combined historical customer value with a forward-looking view based on behaviour and machine learning.
What I did
My role was to make the capability usable across the business, not just understandable to analysts. That meant helping leaders and operational teams understand what the model could do, and turning it into practical use cases that could influence real decisions around propositions, customer investment and product development.
Outcome
The use cases delivered an average 15% increase in customer value across the customers in scope. They included rebalancing customer offers based on future value potential, identifying which propositions changed behaviour enough to create both short- and long-term commercial value, and understanding the value created by customer apps and individual features.
bp Pulse & bp | Insights to Value delivery
Understanding the shift from fuel to EV
Built adoption of a forward-looking CLV capability across leadership and operational teams, turning customer value modelling into practical decisions around propositions, investment and product development.
+15% average customer value
View Case
Challenge
Public companies naturally operate with a strong focus on quarterly performance, which can make it difficult to balance short-term commercial results with long-term customer value. We wanted to change that by using a CLV model that combined historical customer value with a forward-looking view based on behaviour and machine learning.
What I did
My role was to make the capability usable across the business, not just understandable to analysts. That meant helping leaders and operational teams understand what the model could do, and turning it into practical use cases that could influence real decisions around propositions, customer investment and product development.
Outcome
The use cases delivered an average 15% increase in customer value across the customers in scope. They included rebalancing customer offers based on future value potential, identifying which propositions changed behaviour enough to create both short- and long-term commercial value, and understanding the value created by customer apps and individual features.
Nectar | Insights to Value delivery
Delivering the Nectar relaunch across a complex partner network
Led the partner workstream for Nectar’s relaunch, coordinating brand changes, digital assets and launch plans across multiple partners while representing the partner perspective in the development of the new customer experience.
Delivered on time across the partner network
View Case
Challenge
The Nectar relaunch introduced a new brand, a new app, new digital features and a new way of presenting customer offers. With a large network of partners, that meant both Nectar and the partner brands had to update assets, align to new brand guidelines and be ready to go live at the same time. At the same time, decisions still had to be made around how partner offers should appear within the new digital experience.
What I did
As the lead from the Client Services team, my role was to make sure the wider partner team had clarity on what needed to happen on both the Nectar and partner side, and that every partner had a realistic plan to deliver against the launch timeline.
I also represented the partner perspective in discussions around brand guidelines, helping make sure the decisions being made could actually be executed across a broad and varied partner base. In parallel, I helped shape how partner offers should be positioned within the new offer stream.
Outcome
The relaunch was delivered on time across the partner network, including the required asset changes and digital updates. Where the new brand guidelines created challenges, we worked through them with Marketing and the individual partners to find workable solutions without delaying launch.
INTERNATIONAL PERSPECTIVE
Over the past decade, I have built my career across countries, sectors and business models, from Denmark and the Netherlands to more than 10 years in London. That experience has given me a broader commercial perspective and a strong understanding of how markets differ, how local realities shape execution and how global direction needs to work in practice.
It has also shaped how I lead. I am comfortable with complexity, used to aligning different stakeholders and focused on turning strategy into something practical. That is a big part of why returning to Denmark feels like the right next step. It is not a reset, but a chance to bring that experience home.
Brands and businesses I’ve worked with
My experience has been shaped through work with global businesses and commercial partnerships across retail, energy and mobility. Much of it has been where customer experience, commercial performance and transformation meet.
PERSPECTIVES
Selected thoughts on customers, data and commercial growth
A customer experience observation about digitalisation, friction and who ends up carrying the burden when systems become more complex.
A small product change that raises a bigger question about who should control the customer journey: the business or the customer.
Beyond the day job
Outside my core roles, I spend time on projects and organisations where I can contribute through marketing, partnerships, community building and leadership.
StarPace powered by STATE
The ambition is to build something that feels like more than just another race. StarPace combines running, community and the historic setting of Kastellet, while also supporting veteran-related causes. My role is to lead the brand, positioning and communication around the event and help turn a new idea into something people actually want to take part in.
2,000 runners · Kastellet, Copenhagen · 23 May 2027
Gardernetværk
I am part of the board behind Gardernetværk, a professional network built around relationships, events and opportunities for current and former members of the Royal Life Guards community.
My involvement focuses on strengthening the network, building external relationships and helping create relevant events and partnerships that give members something meaningful to engage with.
Royal Danish Life Guards Association in the United Kingdom
I serve on the board of Garderforeningen i UK, supporting the Danish Guards community in Britain through events, networking and fundraising.
The association has built a strong programme of activities in London and has also raised funds for Den Kongelige Livgardes Fond, combining community with practical support for serving and former Guards.
Veteran Engagement
In 2023, I received the Nordic Veterans Medal of Honour in recognition of my longstanding contribution to national veteran work.
The Nordic Veterans Medal of Honour has been recognised as a royal award since 2008 under the designation N.V.F.M.3.
STARPACE is Copenhagen’s new scenic and social half marathon
Set at the iconic Kastellet and limited to 2,000 runners, STARPACE brings people together around a distinctive race experience while supporting soldiers and veterans.
As co organiser, I lead the full marketing engine for STARPACE, including brand strategy and positioning, CRM, social channels, campaign planning and participant communication. I also lead partner collaboration and activation before and during the event.
Selected Customer & Commercial Cases
Delivering the Nectar relaunch across a complex partner network
Led the partner workstream for Nectar’s relaunch, coordinating brand changes, digital assets and launch plans across multiple partners while representing the partner perspective in the development of the new customer experience.
Delivered on time across the partner network
View Case
Challenge
The Nectar relaunch introduced a new brand, a new app, new digital features and a new way of presenting customer offers. With a large network of partners, that meant both Nectar and the partner brands had to update assets, align to new brand guidelines and be ready to go live at the same time. At the same time, decisions still had to be made around how partner offers should appear within the new digital experience.
What I did
As the lead from the Client Services team, my role was to make sure the wider partner team had clarity on what needed to happen on both the Nectar and partner side, and that every partner had a realistic plan to deliver against the launch timeline.
I also represented the partner perspective in discussions around brand guidelines, helping make sure the decisions being made could actually be executed across a broad and varied partner base. In parallel, I helped shape how partner offers should be positioned within the new offer stream.
Outcome
The relaunch was delivered on time across the partner network, including the required asset changes and digital updates. Where the new brand guidelines created challenges, we worked through them with Marketing and the individual partners to find workable solutions without delaying launch.
Selected Customer & Commercial Cases
Scaling Customer Lifetime Value
Built adoption of a forward-looking CLV capability across leadership and operational teams, turning customer value modelling into practical decisions around propositions, investment and product development.
+15% average customer value
View Case
Challenge
Public companies naturally operate with a strong focus on quarterly performance, which can make it difficult to balance short-term commercial results with long-term customer value. We wanted to change that by using a CLV model that combined historical customer value with a forward-looking view based on behaviour and machine learning.
What I did
My role was to make the capability usable across the business, not just understandable to analysts. That meant helping leaders and operational teams understand what the model could do, and turning it into practical use cases that could influence real decisions around propositions, customer investment and product development.
Outcome
The use cases delivered an average 15% increase in customer value across the customers in scope. They included rebalancing customer offers based on future value potential, identifying which propositions changed behaviour enough to create both short- and long-term commercial value, and understanding the value created by customer apps and individual features.
Selected Customer & Commercial Cases
Understanding the shift from fuel to EV
Built bp’s first integrated view of how customer behaviour changes as customers transition from fuel to EV, turning customer insight into clearer priorities for journey design, propositions and investment.
First integrated fuel-to-EV customer migration study
View Case
Challenge
As customers move from traditional fuel to EV, their behaviour changes significantly across journeys, charging patterns, retail usage and overall value. The challenge was that the business did not yet have a clear fact base for understanding how that transition affected customer behaviour, risks and commercial opportunities.
What I did
I led the development of an integrated migration study linking customer behaviour across fuel and EV, bringing together data and insight to understand how customers changed before, during and after the transition. The aim was not just to describe the behaviour, but to turn it into something the business could use to prioritise customer journeys, propositions and investment.
Outcome
The study created bp’s first integrated fact base on the customer transition from fuel to EV and helped shift investment priorities around the customer journey by making the underlying behavioural changes, risks and opportunities clearer.