- Programme Manager responsible for the roll-out of a global CRM system (Dynamics 365) in Norway and Denmark
- Transformation Manager advising the Country Manager in Denmark and defining and executing cross-functional transformation initiatives targeted at improving cost and profitability of the business
- Project Manager on a construction site digitalisation programme in Global Wind Construction. Heading a team working with process development, business requirements and change management
- Project Manager on a market entry and digital innovation project in large charging network company, seeking to establishing a completely new business area and digital business model as a retail electricity supplier to disrupt current e-mobility solutions in the market.
- Programme Manager on a US market entry project. The Programme defined the requirements for establishing energy trading operations in the US, defined the market entry strategy, operating model, IT setup, organisation and implementation plan – and ensured subsequent establishment of the US setup
- PMO Lead and Executive Advisor for Director in large Danish bank CTO Strategy & Execution. Advising Programme Director in establishing and professionalising an IT-enabled change programme including establishing and driving key Programme Management and PMO processes.
- Executive Advisor and PMO Lead for several Programme Directors in a large transformation programme in the payments area in Nordea Simplification Programme. Key responsibilities included PMO professionalisation, governance structure; portfolio management; development and implementation of programme-wide delivery model and framework; change management; investment planning
- Advisor for Owners and CEO in automotive company, in the divestment of the company to private equity fund Axcel. Key responsibilities included development of business plan and financial projections for the company as well as assisting in the preparation of the management presentations toward potential buyers in the M&A process
- Executive Advisor for SVP in Digital Banking on establishment and later transformation of a Digital Banking Programme with +300 FTEs. Key responsibilities included developing strategy- and transformation plans; designing and implementing several organisational changes; leadership development; establishing investment plans and establishing, driving and professionalising PMO organisation and processes
Archives: Team
Our Team and team related data will be hold in this
Christoffer Nielsen
- Design and build new platform for pension funds to manage customer data, case processing and digital communication. Role: Project Advisor
- Migrate case management from legacy platform and design new processes for control and supervision of food production. Role: Project Advisor
- Fully redesign and migrate systems for municipal Social Pension from legacy systems to modern platform. Responsible for 100+ mio. DKK budget, 50+ involved FTEs, running the project from analysis to successful go-live, data migration, and implementation throughout Denmark, Covering 100+ locations, and 2000+ users. Role: Programme Manager
- Implementing eDelivery in Denmark for secure exchange of documents and data across EU countries. Role: Project Manager
- Responsible for Netcompany internal IT department (4 teams /20 people).
- Complete End-2-end post merger integration within data migration, ERP and Data Warehouse integration as well as systems rollout to 100+ new employees. Role Project Manager
- Process, system and data design of new HRM-system, including data migration, and integrations to existing system landscape and new recruitment system. Role Project Manager
- Establish Data Warehouse for financial reporting, enabling fully automatic generation of monthly, quarterly and annual reports. Role: Project Manager
- Extend functionality to support advanced invoicing and local rules throughout Scandinavia: Role: Project Manager
- Development and implementation of new Danish Building Registry (BBR). Data migration, data cleansing and governance. Digital process design, Integration Architecture, Implementation and Education of users in 98 municipalities. Role: Team Lead
Henrik Ørum
- Design and build Global GO4E program, Facilitate Hoshin Kanri strategy process. Deployment of performance management with daily, weekly and monthly bord meetings in all functions on Plants in Denmark, Germany and Czech Republic. VSM and SPS training and execution. TWI JI deployment.
- Interim quality and improvement manager. Project Manager on the preparation and implementation of a successful fusion of psychiatric center Hvidovre and Psychiatric Center Glostrup, covering 5 locations and 1500 employees.
- Facilitation of corporate Strategy process with executive management. Design and deployment of corporate LEAN program on 10 large hospitals. Program management of corporate strategic projects. Mobilize Regional LEAN team. Establish Regional LEAN Academy from intro to consultant level.
- Development and production of stress measurement instrument. Build Stress intervention IT-platform, train health personal and manage Customer pilot projects.
- Design and implement new LEAN production layout, that reduced areal need with 25% and improved quality, productivity and delivery. Implement weekly performance management board meetings.
- Lead cLEAN strategy process in R&D. Define and mobilize cLEAN program in R&D. Design operations cLEAN program and deploy on Plants in Denmark, France and USA. Establish cLEAN Academy from 1* to 3* level – and adapted it to use in R&D.
- Design and deployment of corporate LEAN program. Design and implement new LEAN production layout, processes and organization on Copenhagen Postal Center, resulted in closure of the 2th. largest Postal Center in Denmark. Implement weekly performance management board meetings on all levels.
- Productivity +20 %. Significant improvement of delivery on time and product quality. Certification as A-supplier of automotive safety products. Board meetings with focus on performance management and continuous improvements implemented. TPM implemented.
- Total Productive Maintenance (TPM) system developed and implemented.
- Production planning system implemented. Delivery on time improved from 85% to 98%. Company first ISO9001 certification in place.
Mads Prebensen
- Focus on Sales (value-based selling), Leadership & Organization development, Innovation Management, and Strategy/Strategy execution. Also several fund-raising projects.
- Support activities to set up production of specific product, customer/partner negotiations and business planning.
- Mission, Vision and Key Strategy workshop for top management.
- Define growth strategy for ASEAN and China.
- Create profitable growth, define and implement growth strategy. Introduce collaborative robots into portfolio.
- Define and execute business development strategies for Domestic Building Services and Commercial Building Services. Revival of cash cows, defining/executing middle market strategy, set focus on new concepts/solutions.
- Define and set up corporate venture, manage and develop investment portfolio: Grundfos Sensors, Grundfos BioBooster, Infarm, Microrefinery, Grundfos Lifelink.
- Create growth, turnaround. Re-invent our benefits and differentiation (We Document the Difference), set portfolio focus using ABC principles.
- Rebuild organization, from functional to team based & create new growth and improve employee satisfaction.
- Create profitable growth. Build strong regional capabilities, establish new sales companies, define and manage our “ASEAN Matrix”.
- Define Air Conditioning Strategy.
- Business Development Manager, various projects.
- Scope and launch Danfoss ADAP-KOOL Systems.
Sofie Nørby
- Customer Experience, operational blueprints and CEX processes/SOPs. Senior Consultant
- Redesign of cross functional e2e process for termination of B2C/B2B customers. Senior Consultant
- Performance and capacity optimization of customer facing business units. Senior Consultant
- Optimization of operations & vendor management, process mapping/SOPs. Senior Consultant
- Optimization of operations, vendor contract compliance, process mapping/SOPs. Senior Consultant
- BMI compliance (telelovens kap. 14), optimization of e2e billing process. Senior Consultant
- Sourcing assessment, operational process mapping & optimization. Consultant
- GDPR, cross organizational process mapping & risk assessment. Senior Consultant
- Optimization of data center services & vendor management (ITIL). Senior Consultant
- Contract & vendor management (ITIL), interim position, Senior Consultant
- Vendor management & performance optimization (ITIL). Programme Manager
- Digital & e-commerce strategies for financial sector key accounts. Account Director
- Operation & optimization of IT billing solutions for TDC top 50 key accounts. General Manager
- Operation & optimization of global HR applications portfolio (ITIL). Application Manager
- Responsible for complete redesign of maersk.com, Project Manager
- Optimization of corporate IT billing solutions and cash flow optimization, Project Manager
Camilla Elkjær
- Executive Leadership Development and Culture Transformation, Project Lead.
- Development of Performance Management Process., Project Lead.
- Culture Transformation and Leadership Development, Chief Consultant.
- HR Development Projects, HR Development Partner
- Performance Management & Leadership Development, Project Lead.
- Mapping M&A process for future sale, Senior Consultant.
- Development of Performance Management Process., Senior Consultant.
- Organization design project to support growth ambitions, Senior Consultant
- HR Business Development and HR support, Senior Consultant.
- Onboarding & Recruitment, Senior Consultant.
- Change management & design of AML processes, Senior Consultant.
- Redesign of organization, Senior Consultant
- Organisational & Leadership Development, Senior Consultant
- HR development & strategy project as part of merger between business units , Senior Consultant
- Improving Leadership Capabilities, Senior Consultant
- Employee Engagement Project, Senior Consultant.
Kristine Reinhard
- Designing and facilitating an executive leadership programme – preparing a Global Tech company to lead in a “BANI” (Brittle, Anxious, Non-Linear, Incomprehensible) world of the Future.
- Role: Facilitator and Leadership Development expert.
- To support a Scale-Up company in developing, attracting and reducing churn we designed a People Development and Performance process fit for an agile culture.
- Role: Consultant and PDP expert.
- Co-lead in designing and facilitating an entire new approach to leadership across Danske Bank, reaching +2000 leaders in Scandinavia, Lithuania and India. Combined with a train-the-trainer approach enabling local HR to train and sustain the new leadership capabilities and mindset.
- Role: Facilitator and Leadership Development expert.
- Articulating, Activating and Anchoring a Cultural Transformation across Danske Bank – bringing a new set of corporate values to life and expanding the Bank’s purpose beyond making money.
- Role: Facilitator and Cultural Transformation expert.
- Driving the organizational change around new ways of working whilst training leaders and dedicated change agents to take ownership and anchoring across the entire Trial Management set-up.
- Role: Faciliator and Oganisational Change Management expert.
- Supporting a Lean Transformation by coaching and enabling the leaders to navigate in their new role in a Lean culture.
- Role: Coach and Change Management expert.
- Building team spirit and challenging the leaders’ self-awareness in a time of rapid organizational change.
- Role: Faciliator and Change Management expert.
- Leading departmental process transformation whilst coaching in Lean Leadership.
- Role: Process Consultant and Change Management Lead.
Torben Andersen
- Strategy development, Commercial planning and execution. CxO advisory
- Build a SaaS company from the ground up. Defined the product, target customers and go-to-market model. Created the business plan and raised mDKK 6 at a mDKK 50 pre-money valuation before launch. Hired the team and recruited the board. Took the business to mDKK 2,2 ARR
- Took a newly launched local start-up to a significant regional player. Reporting to the board of directors. Fully digital business model. Grew the team from 25 to 75, the customer base from 4.000 to 38.000 and increased revenue 500%. Made a successful IPO on Nasdaq First North Copenhagen, raising mDKK 62,5 at a valuation of mDKK 250 within the first year of being in business.
- Head of worldwide sales and marketing. Accountable for revenue growth, go-to-marked strategy and execution, brand building, and lead generation. Professionalized the international sales organization and launched sales teams in 6 new markets including the US. Build the sales and marketing capacity to secure a successful exit.
- Managed all aspects of the commercial launch of Better Place’s solution in Denmark. Member of the leadership team in Denmark and globally. Hired and build the initial strong team of 20 people across sales and marketing. Established a brand-new business including a go-to-market strategy, partner ecosystem, and own concept store.
- Build and managed the Unified Communications business in EMEA as a new business for Microsoft, including hiring of a 20-person team across 10 countries, and going from basically no revenue to mUSD 32 within 18 months. Lived in the UK and reported to Microsoft Corp
- Managed all Microsoft business in the Baltic region. Deeply involved in business planning as well as running the daily business. Transformed the organization from price promotion focused to customer and partner centric. Successfully managed growth from one regional office with 20 people to 3 subsidiaries with 50 people. Revenue growth from mUSD 22 to mUSD 39 in 2 years. Lived in Latvia
- Build 4 new business units (OEMs, Developers, ISVs, Hosting partners and Telcos) including development and execution of go-to-market strategies. Recruiting, onboarding and development of teams. Creation of partner eco-systems . Launched several products (incl. Windows95 and SQL Server).
Søren Fur Fischer
- Commercial Skills development. Organization implementation of the commercial strategy, through process design, training and coaching.Role: Consultant, trainer, sales coach
- Order Management optimization. Desing and implementation on new Order- and service processes, including CRM enablement.Role: Business analysis lead, project manager
- Commercial Platform implementation and post merger integration. +100mDKK program, building on Salesforce.Com’s Order Management Platform. Responsible for driving the business analysis of key processes & realizing the business case.
Role: Business design- & analysis lead, project manager - Go-to-market strategy. co-creation of the commercial strategy for the Milk Based Beverage business unit, incl. development of the organizational roll-out program.Role: Project manager, GTM consultant
- Value Propostion Design. Market analysis and design of new value proposition model to support larger B2B bids and tenders.Role: Project manager, consultant
- Commercial strategy implementation.Role: Project manager, consultant, sales leadership coach
- Complex sales process development & CRM enablement. Design and implementation of sales processes for Energy Asset Service and Power Purchase Agreements.Role: Project manager
- Sales process design & CRM Implementation.Role: Consultant, change manager
- Invoice Process Optimization.Role: Consultant
- Establishing Bid Management Office. Design, implementation and Management of Implement’s own bid management office.
Mikkel Kragholm
- Establishment of project program driving output increase of 50% on supply critical products.
- Redesign of organizational structure to enable future growth and lift overall employee satisfaction by +10%.
- Establishment of new Green Stream production planning systems enabling significant output increases.
- Workshops resulting in significant reductions of up to 70% pen-to-paper in batch journals.
- Development and coaching of strategy to bring employees from 4 different warehouses together in 1 newly established warehouse.
- Outsourcing of department to external partner, onboarding and training their personnel, designing new processes, and ensuring new positions for all Novo Nordisk employees within company.
- Announcement and follow through on outsourcing of department to partner in Germany ensuring new positions for all employees within Novo Nordisk.
- Implementation of A3 Systematic Problem Solving (SPS) Management System, including tracking, reviews and Process Confirmation.
- Roll-out of PS@ShopFloor in D&S.
- Identification and design of 4 key aspects of LEAN Leadership. Training and coaching of leadership group in main elements. Concept later taken over and further developed into corporate PS@ShopFloor program.
- Drive of LEAN Assessment and Roadmap agreement with 7 sites in D&S – including Tianjin, China and Koriyama, Japan.
- Design and launch of Value Stream Champions and yearly VSM cycle.
- Planning and execution of Rapid Improvement Event involving +35 people for a week, resulting in production cost reduction of 13%.
- Establishment of LEAN training program in DMS. Training program was later taken over and further developed as corporate LEAN training program.
- Implementation of VMI (Vendor Managed Inventory) system.