Project Manager

Direct personnel management of 12 employees.
The consultant's responsibilities/actions were: • Professional sparring and development of employees.
• Operation of Bunker Holdings On-premise and Azure cloud platform, outsourced to a 3rd party.
• Operation of data center networks and office networks at the group's 62 global offices.
• The operation was provided by a third party.
• Follow-up on operational deliveries on data center and network services.
• Windows10 Desktop operation and design, here including starting a design phase around the Modern Workplace Cloud-PC solution, based on Win11.
• Mapping of servers for services/business applications, in connection with ongoing Cloud readiness assessment.
• Professional sparring with the managers of the ServiceDesk team and the Cyber Security team, as both referred to the undersigned.
• Alignment of the department's strategic development roadmap with development teams and the business. 2 • Budget responsible for IT operations, Service Desk and Cyber Security departments.
Operations Data Center Network Technical Project Management Stakeholder Management

At Solar group, the consultant was hired as an Interim Manager in an Agile DevOps Development Department with 14 internal developers (Frontend, Backend and Fullstack), 5 external developers, a Scrum Master and two dedicated Salesforce Specialists.
The consultant's responsibilities/actions were: • Carry out a recruitment process alongside acting as an Interim Manager for the team.
Operations People Management

Global migration project at Wilhelmsen, where the consultant was responsible for the activities in the Danish project track.
The consultant's responsibilities/actions were: • Conversion of all Windows10 desktops to the "Modern workplace" concept, with the Of- fice365 tools and supported by Microsoft Azure AD.
• Mapping of physical and virtual servers and mapping/classification of servers in services/business applications.
• Migration of local servers to the Azure Cloud.
• Establish SLAs and ensure operational documentation of migrated servers.
• Mapping of firewall rules and routing between local office/branch networks, in connection with migration of router, VPN concentrator and firewall.
• Shutdown of regional Service Desk and 1st line support and migration to global 24/7 service desk, based on ServiceNow.
• Overall project plan, incl. marking important milestones and following them up with the steering group.
• Detailed planning of service windows together with the technicians and continuous reporting of progress to the steering group.
Project Management Cloud Documentation Stakeholder Management Microsoft Office 365

Technical Project Manager at a Datacenter, End of Life project The consultant's responsibilities/actions were: • Reporting to stakeholders at the customers and program management/steering group with progress and possibly risks.
• Establishment of overall project plan with milestones that could be communicated with the business and used in relation to report to the steering group.
• Detailed planning of the individual service windows with the technicians and stakeholders.
• Mapping of server infrastructure and mapping the relationship to applications and services.
(JN data's CMDB did not contain sufficient metadata and relationships at this time) • Facilitate workshops to create alignment between e.g., the technical resources and Product Owners.
• Establish new Cisco Nexus backbone in the data centers and establish new cubes in the various customer islands, linked up in the new backbone.
• Upgrade Citrix Netscaler load balancers, with new hardware.
• Migrate central firewalls and audit all active rules before the migration.
• Introduce automated deployment of network configurations, via pipelines.
• Prepare work procedures for the migrations in the data centers and ensure alignment with Change mgt. the process.
• Plan and execute plan for migration of all 300+ VMware hosts.
• Build the infrastructure and roll out PTP as a time protocol in Bankdata's part of the network at JN 3 Data, to support PCI compliance.
• Management of project finances in relation to internal consultant consumption and the purchase of hardware.
Project Management Infrastructure Stakeholder Management Facilitation Workshop Coordination

IT Operations Manager, with function as Interim Manager.
The consultant's responsibilities/actions were: • Technically responsible for customer's On Premise IT during the migration period from On Premise to AWS cloud.
• Coordination of tasks with on/offshore teams at NBIM's outsourcing partner Cognizant (Vendor Management).
• Lead a team of 5 Technical Managers, responsible for specific business applications/services.
• Act as Change Coordinator on both On Premise and Cloud Changes.
• Scrum Master internally in Cloud Services in relation to ensure a balanced focus in the department on both development tasks and Incident handling on the new Cloud platforms.
• Licenses regarding purchase of hardware and continuous customization in relation to real use.
• Managing supplier agreements in relation to constantly adapting the agreements to NBIM's gradually increasing use of the AWS cloud platform, as well as adapting the consultancy agreements associated with the operation of their IT platform.
Result: Secure and stable IT operation throughout the migration period.
Operations Coordination Amazon Web Services (AWS) Vendor Management

Project Manager on Arla's GDPR project.
The consultant's responsibilities/actions were: • Mapping applications.
• Maintenance and updating of documentation.
• Planning and follow-up on application changes with the related vendors.
• Communication with IT architects and lawyers in relation to assessing the individual applications in relation to the GDPR regulation.
• Implementing data access limitations if applications was not compliant. This was mostly done by changes in access security policies in Active Directory. Result: Ensure that Arla becomes GDPR compliant Technical Project Management Stakeholder Management GDPR Active Directory (AD) Documentation

IT Problem Manager in relations to ensuring a stable IT platform.
The consultant's responsibilities/actions were: • Worked with business processes, based on ITIL, as Problem Manager in Arla's central IT organization • Leader of Task Force after major breakdown with Arla's external vendors NNIT and IBM as close collaborators • Manage and coordinate testing and implementation of cross-platform corrective activities, focusing on minimal impact on the business Result: Stabilization of Arla IT platforms and reduction of downtime at incidents.
Problem Management ITIL Change Management Coordination Infrastructure Stakeholder Management

Viby J

IT Problem Manager in relation to input for improvements to IT processes.
The consultant's responsibilities/actions were: • Worked with business processes, based on ITIL, as Problem Manager in IT Operations • Worked across the departments at Danish Supermarket and in close cooperation with their outsourcing partner IBM, to ensure focus and propulsion on activities that could further enhance operational stability across Danish Supermarkets IT platforms.
• Consolidation of information and a joint reporting of all problem-related activities, both in DSG and IBM.
• Focused heavily on getting individual teams to take ownership, in relation to Problem management and prioritizing the implementation of Corrective Activities.
• Leader of Task Force after major breakdown with Salling groups external vendors IBM and HP as close collaborators.
Result: Better overview and shorter solution time for corrective activities, as well as renewed ownership and understanding of the process in the individual teams.
Vendor Management Change Management Problem Management Infrastructure Coordination

now known as Salling Group.

Technical Project Manager responsible for design and implementation of smaller projects.
The consultant's responsibilities/actions were: • Design and implementation of smaller projects, as Technical Project Manager, where he used his knowledge of the Region's infrastructure to enter into dialogue with suppliers about possible solutions and subsequently ensured that the internal resources delivered as agreed.
• Technical project management regarding upgrading the entire region's Citrix platform, hardware, storage, networking, testing and migration of apps and deploying new clients, coordinating deployment among professional groups.
• Acted as a point of contact for a fixed portfolio of customers (Hospitals), in relation to new purchases and requests for deliveries from Regional-IT.
• Incident and Problem Management, handling the major incidents affecting the customer portfolio, through e.g., task forces.
• Customizing server hardware on e.g., Oracle databases based on applicable licensing agreements.
• Sparring with License Manager in relation to how a legal text can be transferred to concrete IT architecture if new agreements were made.
• Implementing physical perimeter security as well as internal logging of access to data centers and the sub areas within.
Result: IT supplies delivered with focus on both stable operation and flexible solutions, to the Region's Hospitals.
Technical Project Management Infrastructure Migration Data Center Coordination

7 Public Sector Very Experienced 2015 8 Career overview

IT Consultant, consolidation and migration of hardware and application infrastructure, as well as implementation of the related ITIL processes.
The consultant's responsibilities/actions were: • Establishment and administration/documentation of the region's two major data centers, including communication with suppliers and formulating the organization's needs in relation to capacity and redundancy on critical equipment.
• Technical project management regarding upgrading the entire region's Citrix platform, hardware, storage, 10G network, migration of apps and rollout of new clients.
• Implementation of ITIL and a common Service Management tool.
• Customize and anchor IT processes specifically with focus internally on Change Management.
• Leadership of interdisciplinary task forces, on recurrent incidents.
• Implementing physical perimeter security as well as internal logging of access to data centers and the sub areas within.
Result: Well-documented data centers where all changes are handled through adopted Change management. procedures. A common and more efficient IT infrastructure across the region's hospitals.
Coordination ITIL Change Management Incident Management Problem Management Data Center Infrastructure