Novo Nordisk (2024-2025): Acquisition. Due diligence and post-merger integration (PMI) of operational brownfield and corporate assets. Assessed risks, synergies, operational impact to ensure seamless transition. Stakeholder alignment, integration planning, and execution to optimize business continuity and value realization. Role: Management consultant and project manager
Danish Defense (2023-2024): Transformation. Resolved critical issues in time, scope, resources, and quality by restoring collaboration between stakeholders. Multiple tracks: knowledge sharing, security, compliance, service management, infrastructure, legal, and quality assurance. Effect: Realistic plans, solid business case, and transition from project to operations. Role: Program leader and advisor
AKF (2022-2023): Community app. Led business analysis, solution design, partner/product selection, and app implementation to strengthen rental housing communities and benefit developers/operators. Effect: Ensured seamless collaboration and agile app rollout for the grand opening, achieving business goals. Role: Management consultant and agile coach
Private Equity (2020-2021): Startup. Advising on realizing business idea, platform business and technology stack. Effect: Tested business model, formulated scenarios for decision making. Role: Management consultant
Private Equity (2019): Due Diligence. Organizational and technology assessment of opportunity in the energy sector. Focus on validate ability to execute strategy and development department’s capabilities, IT and business platform. Effect: analysis, scenarios established to improve maturity of IT organization and platform, incl. ways to handle issues with an underinvestment in IT. Role: Project manager and management consultant
Danfoss (2019): Program-review. Assessment of large EFP-project with international suppliers and setup. Analysis from three perspectives: leadership; flow; benefit realization. Advising project and steering committee incl. CIO and business directors. Effect: recommendations for actions and improvements on short and long term. Within weeks of implementation control and progress was regained. Role: Management consultant
Private Equity (2018): Due Diligence. Technology assessment of opportunity in professional services. Effect: Recommending focus areas for improvements, incl. PMI, TSA, carve-out, plans. Role: Management consultant
AP Pension (2017-2018): Automation. Large program. Design, develop and Implement digital solution for pension advisory for banks. Solution based on two product suppliers and three back centrals. Effect: increase in sales and efficiency. Role: Program leader and advisor
Velux (2016): IoT strategy. Design and analyze approach and effects on products and services. Design and test potential organizational and business model transformation. Role: Management consultant
Dagrofa (2015-2016): ERP Implementation. Business-wide solution (POS, inventory, resource planning, brand operations, campaigns, BI, reporting) enabling item accounting and auto disposition. Effect: Strengthened brand performance, improving top and bottom line. Role: Program leader
JN Data (2015): Strategy & Governance. Develop business strategy using Playing-to-Win approach, engaging stakeholders through interviews and strategy testing. Established governance for implementation. Effect: Strategy approved by BoD. Role: Project manager and management consultant
Dansk Metal (2014-2015): New platform. Led strategy, solution design, and execution. Managed sourcing, supplier selection, and IT/business transformation to reduce complexity and enhance user/member experience. Effect: Optimized IT costs, improved development efficiency, and established member service and internal development team. Role: Program leader and advisor
PenSam (2013-2014): Strategy review. Assess if IT-strategy will be able to realize the business strategy and enable the organization to get the benefits from the initiated projects. Role: Management consultant
Topdanmark (2012-2013): Communication center. Led sourcing and implementation. Conducted market analysis, defined vision and strategy with business/IT, and built the business case. Managed contract negotiations with suppliers. Effect: Established successful supplier collaboration and launched development program. Role: Program leader and management consultant
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