Senior Project Manager

• A partner driven network of freelance consultants focusing on bringing consultancy & business expertise to our clients
• Multiple IT projects designed, lead and executed for medium and large clients in DK and EU incl. solution designs & sourcing, master data projects, IT implementation projects etc.
• Multiple procurement & supply chain projects ranging from Procurement Digitalization over Tail end Cost reduction to Procurement Ideation & strategy development.

• Completing the build of the Operations practise
• Successfully identified and executed a bolt on acquisition incl. a positive integration with minimal (but some) churn.
• Expanded the market segment to cover top of the Middle Market segment (top 200ish)
• Final revenue of +70M DKK and staffing of +40 FTE plus external SME’s as per need.
• Significant expansion into regional and global projects with a larger ticket size, team requirement and project duration.
• Offering examples within the different functional sub-owners from Operations:
  • Procurement incl. diagnostics, digital procurement, capacity analysis, sourcing (private and public), category management, procurement operating model design and implementation etc.
  • Supply Chain incl. manufacturing footprint, S&OP optimization, warehouse assessment etc.
  • Operational Excellence incl. Six Sigma, Lean and process reengineering
  • Asset Management incl. asset requirement specification, asset investment management, asset lifecycle optimization and asset divestments

• Associate Principal, responsible for building the industry segments; Maritime/Oil & Gas, Telco/IT, Retail and heavy industry.
• In addition, extensive work was conducted by the team on making external sales process repeatable and transparent across the business in order to improve resource forecasting, revenue prediction and marketing efforts.
• In Prokura my team delivered a wide range of Procurement and Supply Chain services e.g.
  • Procurement organisational assessment including rightsizing and restructuring
  • Procure to pay process optimization including Purchase Order optimization
  • Cost and opportunity diagnostics across all multiple countries, BU’s and Segments
  • Strategic and category management strategy development and execution
  • PO process analysis, strategy development and implementation recommendations
  • Capability assessment and capability building across local, regional and global organisations
  • Rapid Reprising sprint project management and execution
  • Supply chain optimization including strategy development and implementation
  • Inventory optimization including site assessment and restructuring
  • Procurement and contract governance development and implementation

• Building a global internal strategy department anchored directly under the Board of Directors in Zürich.
• Physical base in Bangkok, Singapore and Kuala Lumpur with self-governing teams in each locations supporting freely across all target BU’s and countries.
• Established a fixed PMO organisation to support BU owned projects and drive knowledge build in my organisation and improving churn on staff through better task/project options for longer or shorter periods of time.

Department results to date has among other been:

• Redesigning the end-to-end global Order-to-cash process for our Pharma division.
• Redesign of the Pharma return goods process incl. supply chain and refund management
• Establishing a global Procurement department leveraging local spend and organisations
• Established media procurement category management across all our primary Asian markets for Pharma and FMCG
• Redesigned and implemented a LEAN production & resource planning process to the Thailand Levis production plants
• Redesigned the Thailand in-store promotion activation compliance process for our FMCG BU including a new organizational setup. Addressed spend above 120M CHF.
• Developed a new business model for Levis Thailand. Moving from production focus to a market driven seasonal setup. This enabled Levis to be pro-active in both sales & marketing approach while reducing inventory levels significantly.
• Established a global travel management organization for the global travel spend with a full new supplier setup, new travel & governance process etc.
• Off-shored all European Finance functions to a new Service Centre in Kuala Lumpur and designed the blueprint incl. feasibility pilot for moving the remaining global Finance Functions into the same setup incl. system design changes.
• Off-shored all back-office functions from our Luxury and Lifestyle division across all EU and ASEAN countries. Notable success in reducing cost in countries having very low labour arbitrage opportunities.
• Conducted a wide range of "One Global IT Platform" strategy assessments incl. program design
• Developing a ROI driven Advertising and Promotion spend and sales management global setup.
• Target achievement for 2015 is 180-260% depending on realization progress by end year

• Idea owner behind the Remote Container Management program – took it from whiteboard to fully deployed organisation with full P&L globally in four years.
• Program reports to the Maersk Line Board of Directors – sponsored by the Group owner.
• Staff; +120 FTE in the purpose build organisations in Denmark, UK, US, India and Philippines. Contracted staff of +850 ranging from blue colour installation staff to back-end developers and customer service leads. We build a full BU in 4 years.
• Responsible for all cost reductions and new commercial product development in the global reefer segment.
• Targets; developing new customer facing value adding services while cutting operational cost significantly through; process simplification, automation & off shoring, enabling assets through M2M & new infrastructure (16 projects).
• Achieved cost reduction of USD 140M p. a. and USD 40-120M p. a. in commercial profit increase.
• Global deployment to 400 vessels, 255.000 reefers, >10K internal users and >150K customers
• Investment of ~USD 400M in a business case of NPV USD 875M

• Task; “Redesign how Maersk Line manage our global container fleet” (2.5 million global assets).
• Program reports to the Maersk Line Board of Directors.
• Build and amended a range of new organisations for the purpose. Staff; 25 FTE in Denmark, Holland and Philippines.

Program results; Total cost reduction of 160-190M p.a. from the entire programme portfolio (6 projects)

• Yearly investments of USD >1.6B & leasing cost of USD >160M
• Reported to the COO and Maersk Line board on all investments. Staff; 8 FTE in Holland, China and Singapore
• Achievements; Reduced investment cost with USD 1.3 Billion for 5 years & Initiated the Maersk Line CSR department

• Designed, build and headed of the South West Med. Area procurement department with 16 FTE across the region.
• Budget responsible for USD 1.2 Billion p.a.
• Report directly to the Area CEO.
• Procurement driven cost impact of ~12% on the full portfolio spend.

• Employee no. 3 in the core team that build the A.P.Moller – Maersk Group Procurement Department (now +400 staff)
• Reported directly to the Global Group CPO. Employee responsibility 5-20 FTE depending on the projects.
• Headed a long range of projects varying from developing the Maersk Line Procurement Tool Box with ATK & McK, to running multiple USD billion global procurement projects, establishing the global training department and lastly designed, piloted and headed the development of our 8 Area Procurement Departments starting with Africa.
• Assessed, designed and build the Africa procurement department (USD 908M p.a. / 48 countries – based in Cape Town) and supported the blue print roll-out of same to the other 7 newly targeted areas needing regional procurement.

• Responsible for process simplification, automating and off-shoring of purchasing to all >1.000 vessels across the group
• Reported directly to the Global Vessel & Container CPO. Employee responsibility 3-12 FTE depending on the projects.
• Major Achievements; >40% purchase process handling time reduction, >80% overall BU task automation, invoice handling cost reduced >30% and Container Asset investment (USD 900M) lead time reduced with ~3 weeks.

• BU owner of all consultancy suppliers and new solution partners incl. external marketing of same
• Reported to the global CCO as part of the strategic Global Nokia account team anchored in Finland - index 139.

• Team member in the strategic project focused on making hardware sales profitable. Result was a split of the company into two BU with clearly split sub-segment focus.
• Key Account Manager for a selection of high volume public sector customers

• Designed, developed and lead the new B2B BU reporting to the Board of Directors. Staff 5 FTE. Index 172
• Major Achievement; Lead the “Stop the bleeding” project – >91% reduction in losses from component write-offs

• Account Manager for the top 20 B2C clients reporting into the CCO. Staff; 12 FTE

• Building a vision of an affordable spend and Scope I-II-III analytics platform for the mid-market segments in EU and US