Archives: Team

• Project Manager for Due-diligence and integration projects with focus on digital and operations part of organisation, Project Manager
• Project Manager for developing digital strategy with a clear ambition, roadmap and execution plan for next 3-4 years.
• Project Manager for Change Management track in global transformation program, towards  a more connected, digitalized approach across all engineering projects, goal of saving 10% in Project Efficiency.
• International Technology due diligences and carve-outs – both buy- and sell side for private equities, investment banks, and strategic investors.
• Project Manager on digital transformation project with focus on automatization and scalability of entire processing area, to ensure both better customer service and agility and build for scale.
• Project Manager, strategy projects in 2 divisions, focus on digitalization and optimization.
• Project Manager for 2 Functional Strategies and execution of transformation projects. Focus on expanding their offerings and improve productivity and customer satisfaction.
• Project Manager, establishing and Agile culture and piloting it in various strategic projects to ensure traction and plan for full scale implementation.
• Project Manager for digital transformation and operations projects on 2 key global End2End processes, focus on speedy delivery, improve service and scalability
• Project Manager for a Lean Operational Excellence project, with focus on improving quality significantly across the organization and finding ways to reduce costs.
• Consultant for Strategy project to execute digitalization and multi level partner strategy. Results included increased customer satisfaction and a more optimal service delivery.
• Project Manager and consultant for End2End optimization projects across several companies, with focus on raising productivity and automation to improve quality and service.
• Project Manager in a larger program to develop and implement Operational Excellence program, with focus on adapting Lean principles in the organization.

• Development of Udbetaling Danmark (2015-2022): Achieved annual savings of DKK 440 million (more than expected) through digitization, automation, simplification, and optimization while maintaining high quality, service, and satisfaction. Additionally, handling several transfers of new business areas from the government and municipalities as well as implemented entirely new schemes (Tidlig Pension and Seniorpension).
• Covid-19 Contact Tracing Unit (2020): Established a new temporary virtual business unit (operated for 5 months) within 4 weeks with 700 newly hired employees residing throughout the country contacting citizens every day from early morning to late evening.
• New it-landscape for Udbetaling Danmark (2014-2020): Replaced all it-solutions of Udbetaling Danmark (core systems, support, and management systems) without significant impact on citizens, employers, and partners. At the same time, developed and implemented many projects (average annual cost of DKK 100 million). Executed through market dialogue and procurement, ensuring multiple bidders and competitive prices. Total Project Cost (TPC) of DKK 2.1 billion with annual savings of DKK 260 million (33%) alongside TPC repayment.
• Realization of Economies of Scale at Udbetaling Danmark (2012-2015): Achieved business case of annual savings of DKK 300 million (33%) by reducing the workforce from 1,500 to 1,000 without layoffs. Driven by best practices and change of culture with unchanged legislation and it-solutions. Simultaneously achieved standardized case handling with high quality and service as well as high satisfaction among employees, partners, and stakeholders.
• Establishment of Udbetaling Danmark (2010-2012): Transfer critical welfare benefit services (annual payout of 200 billion DKK) from 98 municipalities to a new authority administered by ATP at 5 different locations around the country, included the construction of 3 new office buildings, all while ensuring secure and stable operations. Established an organization consisting of transferred employees (1,000) and new hires (500) as well as standar-dized processes. Total Project Cost of DKK 413 million plus a high amount related to adjustments of the it-solutions.

• Launched successful risk-mitigation strategy and scalable OMNI sales channel (Global E-com platform, 0 to 60+
• Wholesalers, opened 2 retail shops, global corporate partnerships and agents/distribution partnerships)›Completed full DD process and did an exit to a strategic partner, Magasin, which is part of global IADS Group
• Data Management, Operations and Supply Chain/Digital Product Passport
• Big data management and analysis. Financial modeling, forecasting and budgeting
• Operational DD, optimization of supply chain and order-to-ship flows (COGS reduced >35%)
• Supply Chain Digital Product Passport: Full implementation for transparency and compliance with new regulation
• ESG/CSR, B-Corp and Green Circular Transformation
• Implementing financial robust set-up with focus on dual bottom line. Successful 1% for the planet membership
• B-Corp application and process (Score >110). Optimization and implementation of scalable ESG structure
• Green circular transformation: Digital tool to measure CO2 and water savings per product.
• E-com launch and optimizations
• Complete set-up and launch of global online webshop for B2C- and B2B customers
• Implementation of global market-places and integrations with webshop
• Implementation of ERP system and integration between warehouse, logistics, website, customers and partners
• Customer Success and Distribution:
• Established an OMNI channel Global Customer Service function and logistics operations›Established and strengthen global commercial partnerships. From initial sale, through operations to end delivery
• Implemented CRM and ERP system to remove friction from placed order to delivery of product /service

• Implementation of new forecast system (Jedox) for financial planning and analysis, including extended setup for budgeting. More than 150 users targeted to adopt new way of working
• Re-establishment of financial reporting after several months of “financial blindness” due to wrong ERP configuration. Acted advisor to CFO, ExM and BoD during this process.
• Implementation of end-to-end BI & reporting setup in Power BI with Azure Analysis Services for cube design and Azure SQL for data modelling and orchestration. Implemented throughout the company to more than 1000 users.
• Track Lead for data management on a large IT program for a Danish energy company. Together with the client the company’s future data management principles were defined along with master data ownership and technology selection for future BI & analytics platform.
• Project Owner for integrated transport management on project freight of main components. New RFQ and transport planning solution was implemented in SAP Cloud with business intelligence on top to provide solid transport planning overviews with bottleneck identification.
• Introduction of SAP Analytics Cloud for dashboard reporting in Vestas. I pioneered the initiative and acted as Business Sponsor for the other business areas.
• Project Lead and founder of Vestas Performance Management System to be used for all types of performance indicators (KPIs, process indicators, supportive indicators etc.). Roll-out and implementation in Global Supply Chain, and implementation support to other business areas.
• Project Lead for supply chain planning solutions in connection to the global OneERP roll-out of SAP ECC to all factories. All BI solutions in scope were migrated and designed to work in a “dual setup” with two ERP systems over an implementation period of +2 years without operational issues.
• Led implementation of Spend Management (BI) in Global Sourcing. Trained everyone in the organization (Analysts to SVPs) in how to effectively use the BI reports to understand spend, suppliers, payment performance, maverick expenditures etc.
• Implemented new financial model in Nordea Liv & Pension in SAP with new consolidation and reporting to meet new legal requirements for financial companies.
• Worked out complexity cost model for variant management of Lamborghini Aventador, which was launched in 2011 as the new flagship for V12 line.

• Driving large transformation and organisation program across IT and Business
• Project manager for analyzing and resolving data/database issues
• Seller and buyer side M&A due diligences (IT Arch., cybersecurity, systems, financials etc.)
• Project manager Pharma logistics and SCM initiative (logistics and warehousing compliance)
• Program manager for the Sustainability program across DSV (green logistics and warehousing)
• Optimisation of PMO and governance (e.g. gate model, processes, systems)
• M&A and business case for turnkey construction/real estate projects
• Project manager leading shift to Agile governance, portfolio mgtm., tools and processes
• Business strategy development and execution, launch of PMO and initiatives
• Evaluation and portfolio planning (e.g. financial analysis, scenarios, sensitivity)
• Lead on IR and Capital Markets Day presentations / comms
• Market intelligence and development of new product strategies and concepts
• Program manager to unify banking operations across the Nordics and Baltics
• Manager for implementing new treasury system across the Nordics and Baltics
• M&A transactions in the Baltics/Poland (e.g. valuation, merger integration)
• Establishment of PMO (governance, processes, terminology, tools and training)
• Lead on IT cost optimization analysis, benchmarking and maturity assessme
• IT Strategy, portfolio and governance development and execution

• Pricing strategy of aftermarket sales (from cost plus to value-based pricing), product portfolio segmentation, identification of value drivers and attribute levels, development of automated simulation tool for future price changes, run-rate analysis, competitor analysis and market research. Consultant
• Pricing & Packaging, business model transformation, recurring revenue model implementation, HaaS introduction, packaging redesign for enhanced value propositions (SaaS/XaaS), pricing strategy, business modelling, high-level implementation and migration blueprint. Consultant.
• Platform strategy, product development (UI/UX), product roadmap, pricing & packaging, brand positioning, digital marketing, business development, growth hacking. Co-founder.
• Portfolio management, corporate real estate, value optimization, M&A, PMI, due diligence, lease acquisition and renewals, space planning and utilization analysis. Portfolio Management Associate.
• Property valuation, market research and analysis, financial modeling and cash flow projections, comparable property analysis, investment analysis and due diligence, tenant representation and lease negotiations. Junior Associate.

• Processes, tools, workflows in implementation of major IT-application. Integrations to ERP/Sundhedsplatformen. Stakeholder management. Roll-out
• Tender and transformation on the BPM application driven by QHSE. Planning and driving IT to support all processes and corresponding documents to be evaluated/updated., Data model and governance for central governance structure. Datacleansing and enrichment and migration (ETL). SME and PM
• Clarification and mapping internal workflows and applications, potentials for further digitalization. New customer portal. PM
• Procurement and tender SME and review. Consultant
• Interim manager for Energy savings program. Programme manager
• IT strategy for environments, testing combined with SAFe. Building progress reporting scheme for Information Management. Analysis of technical debt.
• Several projects. Analysis and implementation plan for PSD1 (Payment Directive). Quality analysis of legacy data and specifications of new data warehouse (big data). Mapping/documenting flow of existing integrations. Migration and sunsetting DB´s. Compliance and quality assurance. Backlog evaluation and optimization. Product Portfolio management. SME and PM
• Value stream mapping, design and specification of mortgage solution. Development and Implementation product configurator. Structure and setup of Master Data, support for Test Data, flows and dependencies towards 3rd party apps. Various migrations
• Transformation, digitalization and automation of Equity Research. Design, datamodel and implementation of new custom build application. Go-live and handover to operations followed by implementation of a BI system and KPI´s.

• Implementation of central supplier agreements with focus on TCO.
• Analyzing new distribution setup and complete tender material
• Leadership advisor/coaching for production and purchasing
• Production director: leading a cultural and layout change within the factory. Implemented a digital transformation, lean concept, new S&OP processes, and visualization with BI. More effective, more output production and increased level of satisfied costumers and employes
•  Production director: Implementation of new bonus salary system for BC workers
•  Production director: Full implementation of Opti-People in production facility with lean concept (CI), maintainance, and capacity planning.
• Sourcing manager: Make or buy decisions, in and outsourcing projects, leading cost out projects, supplier segmentation and goods categorization.
•  Purchasing manager: Managing stock turnover levels, EOQ, payment condition with a main focus on liquidity and yet still increase OTIF.

• Operational readiness program for expansion world wide including new ways of working and strategy deployment. Role: PM and program Manager (2022-)
• Lean transformation. Implementing visual management, systematic problem solving, Management KATA. Lean leadership and strategy deployment. Role: Program Manager (2020-2021)
• Starting up a Manufacturing Intelligence department covering world wide Aseptic production facilities. Role: Specialist. (2018-2020)
• Ramp Up packaging facility and implementing new performance structure. (2018)
• Lean transformation to ramp up production. Implementing performance management, systematic problem solving, and develop and deploy strategy. Role: Program Manager. (2016-2018)
• Lean transformation . Ramp Up Production  – treble out put in a filling and freeze drying facility. Role: Program Manager. (2012-2014)
• Running the companys 3star academy (Lean Six Sigma Black belt program). Training +100 specialists and senior Managers world wide. Role: Program manager. (2012-2018)
• Increasing Capacity and Implementing Standards in Aseptic production. Role: Project Manager.
• Bottleneck Analysis of API production facilities and portfolio management. Role: Program Lead. (2014-2015)
• Lean Strategy development
• Various improvement projects and Lean Leadership coaching
• KATA coaching and shop floor management
• 3C, A3 and 8D problem solving and facilitation
• Training and coaching Lean Six Sigma black, green and yellow belts
• Hoshin Kanry and strategy deployment

(2023): Customer portal solution provider, strategy, tactics, product development, customer engagement, solution architecture, project management. Senior expert.

(2022): Strategy, assessment, due diligence, Digital Asset Management, Product Information Management, customer engagement, development of Service & Support Compass & Self-service, Sales Enablement Tool. Senior management consultant.

(2021): Global Content Hub due diligence, enterprise architecture, commercial readiness, proof of concept development, governance, project management. Senior management consultant.

(2020): Sales enablement growth project with roll-out to 12 markets globally. From strategy and value proposition over content creation to development of prototype. Due diligence of tool provider, implementation of governance and setup. Senior management consultant.

(2019-2021): Strategy, planning, solution architecture, strategic management of technology, service operations towards partners and customers, programme management. Solution provider of automated test system for a complex set of legacy applications. Training of internal engineering team. Recruitment of new competences. Advisor to the CTO and Head of Engineering. Senior management consultant.

M&A and IPO readiness: Heading up the technical parts of mergers & acquisitions as well as IPO processes. Large companies primarily in Europe. Programme manager.

(DTU Offshore 2016): Radical Innovation platform strategy and assessment. Advisor to DHRTC CEO. Management consultant.

(2016): Strategy, crop production, capacity utilization, infrastructure optimization, incentive programme. Management consultant.

Pharmaceutical & Medical Device industry: Global regulatory intelligence programme involving major companies such as General Electric Healthcare, Novo Nordisk, Merck, Takeda. Programme manager.