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(Aktualisiert 2022-04-02)Erfaren Projekt Leder
Gadstrup, Danmark
Einheimische Danish, Fließend English, German
- Projektledelse
- Ledelse
- Portfolio management
Fähigkeiten (53)
PMP CERTIFICATION
PROJECT MANAGER
GOVERNANCE
PRINCE2
Project Management
BUSINESS DEVELOPMENT
Scrum
PIPELINE
PMP
Agile
Jira
PMO
Risk Management
IT Project Manager
PROBLEM SOLVING
OFFSHORE
PMI/PMP
PROJECT PLANS
BUSINESS CASES
FINANCIAL PLANNING
COACHING
Change Management
LEADERSHIP SKILLS
PMI
Agile Methodologies
IT Project Management
ITIL
ACCOUNTING
PRODUCTION ENVIRONMENT
MENTOR
MAINTENANCE
BUDGETING
CONTRACTS
CSR
STEERING
TELECOMMUNICATION
FINANCE
MENTORING
SERVICE CENTER
Procurement
DOCUMENTATION
BUDGET
Quantitative Studies
ORDERING
Vendor Management
STRATEGIC SOURCING
TRADING
MARKET TRENDS
IT Infrastructure Library
MARKET SHARE
SALES SYSTEM
SIMULATIONS
INVOICING
Zusammenfassung
Strong leadership and people skills with 20+ years of experience handling change
initiatives, bridging Business & IT and leading teams up to 60+ people. Extensive experience dealing
with top management focusing on generating profit, optimizing processes, and leading people in an
international and dynamic environment. Strengths include strategic analysis & financial planning,
stakeholder & portfolio management, and communication. Ambitious, customer centric and solution-
oriented with a holistic view and ability to work across functions on all levels.
Job aspirations: Just returned to Denmark after being abroad with the family for 2 years. Looking
for leadership position within Business or IT in a bigger company with the ability to grow and where
I can do a difference the next many years.
Berufserfahrung
Freelance Project Manager
Noitso A/S
2022-01 - 2022-01
1 2022 - 2022 Freelance Project Manager, Noitso A/S Job description: Hired to improve delivery setup and drive deliveries for 2 key clients which were "must keep". Noitso is a 20-person software company who offer various credit solutions mainly to the financial and telecommunication market. Due to an increase in employees next level of matureness was needed. Henrik aligned processes, creating needed structure to enable planning capability and thereby create a roadmap of future deliveries. In addition, as a project manager drive the project deliveries for 2 bank clients. This means taking Noitso solutions from Denmark and into the 2 new markets Sweden and Norway.
Accomplishments: • Drove process implementing "must have" deliveries to keep 1 critical client as a customer who now wishes to extend the services • Created online overview in Jira tool with development tasks for each team to enable prioritization and Sprint delivery
Accomplishments: • Drove process implementing "must have" deliveries to keep 1 critical client as a customer who now wishes to extend the services • Created online overview in Jira tool with development tasks for each team to enable prioritization and Sprint delivery
Captain
2019-01 - 2021-01
(with own family)
Captain, Sailing Yacht "Amarillo" (with own family)
2019-01 - 2021-01
our jobs, sold everything, and set sail Summer 2019 to explore the world with our kids. Returned after 2 years Denmark from French Polynesia in the Pacific after visiting 20 countries and sailing 14,000 nautical miles. But most important we have created memories for life with our family and friends. And why did we do it? Our motto "we have the watch but not the time, now we want the time and not the watch!" describes well why we took the decision taking a break from regular life.
2 However, my leadership skills, being the captain, have constantly been in play.
Besides the family, we had crew and guests on board most of the time and on a small 42 feet boat keeping a motivated crew and a well-functioning ship means constant work. Decision-making, coaching, delegation, problem solving, project management and of course change management due to Corona are skills I have used. Not only 9- 17, but 24/7. Therefore, I strongly believe I have grown on this journey, not only as a person, but also as a leader!
2 However, my leadership skills, being the captain, have constantly been in play.
Besides the family, we had crew and guests on board most of the time and on a small 42 feet boat keeping a motivated crew and a well-functioning ship means constant work. Decision-making, coaching, delegation, problem solving, project management and of course change management due to Corona are skills I have used. Not only 9- 17, but 24/7. Therefore, I strongly believe I have grown on this journey, not only as a person, but also as a leader!
Freelance Project Manager
Nordea Finance
2021-01 - 2021-01
2021 - 2021 Freelance Project Manager, Nordea Finance Job description: Nordea Finance was notified by Danish "Financial Supervisory Authority" FSA (Finanstilsynet) not being compliant with the 7C regulation. Project goal was therefore to find a solution to become compliant and at the same time be Fit2Market to keep market share. Project team headed by Henrik created a roadmap with 4 phases where the first 2 phases was implemented within 3½ months. The first phase was a full manual process with full documentation making Nordea Finance compliant. The second phase implemented a private Cloud solution with external supplier Noitso where the applicant is taking through a flow retrieving all needed data including PSD2 to make a credit worthiness assessment. The upcoming phases are being scoped and eventually continued by regular agile value stream governance.
Project was high importance and classified as "must win". The tasks to be delivered were both business and IT with a lot of stakeholder management due to complexity and urgency.
Accomplishments: • Accomplished delivering 2 phases going from non-compliance to a semi- automated process in 3½ months handling customers and vendors • Completed full procurement process and negotiated full contract set in 2 months with external supplier also getting solution approved • Created future roadmap including business material with the next 2 phases to focus on putting NF back in driver seat towards competitors and vendors
Project was high importance and classified as "must win". The tasks to be delivered were both business and IT with a lot of stakeholder management due to complexity and urgency.
Accomplishments: • Accomplished delivering 2 phases going from non-compliance to a semi- automated process in 3½ months handling customers and vendors • Completed full procurement process and negotiated full contract set in 2 months with external supplier also getting solution approved • Created future roadmap including business material with the next 2 phases to focus on putting NF back in driver seat towards competitors and vendors
Head of CIO Office (organisation restructure)
Nordea Finance
2018-01 - 2019-01
2018 - 2019 Head of CIO Office, Nordea Finance Job description: As part of an organisation restructure, I established and headed this new department supporting the IT organisation creating overview and delivering services. The areas of responsibilities were portfolio, financial and people management, consulting and strategic analysis, vendor management, IT security and compliance, agile delivery setup and application management. With only 4 people in the team, we worked as project managers on majority of our deliveries which meant interacting with many stakeholders in Nordea Finance and Nordea. Especially in the beginning, creating a new IT function outside Nordea was challenging, but interesting, because it had never been done before.
Accomplishments: • Successfully moved IT organisation with related IT funding, applications, people and other Nordea Finance IT assets • Created and implemented vendor governance structure and prioritized pipeline for renegotiating contracts based on highest possible value yielding >1 mEUR in savings • Part of Nordea selected people who participated in a task force to improve how to allocate development money in an agile way instead of project-based
Accomplishments: • Successfully moved IT organisation with related IT funding, applications, people and other Nordea Finance IT assets • Created and implemented vendor governance structure and prioritized pipeline for renegotiating contracts based on highest possible value yielding >1 mEUR in savings • Part of Nordea selected people who participated in a task force to improve how to allocate development money in an agile way instead of project-based
Mentor
CBS MBA program, Copenhagen Business School
2016-01 - 2019-01
Mentor
CBS Full
2016-01 - 2019-01
time MBA program, Copenhagen Business School Thrilled and honoured to mentor a group of 4-5 upcoming executives as part of the "Leadership Pipeline Program" where MBA students are taught leadership. But more important practical experience from simulations is key for their learning to enable them to grow as leaders. After each module we had group sessions where I facilitated the discussion being both a mentor and coach. The students got access to hands on leadership experience, and it was extremely rewarding and motivating where I get to know leadership in greater detail through our discussions and interactions.
Head of Development
Nordea Finance
2014-01 - 2018-01
2014 - 2018 Head of Development at Nordea Finance, Helgeshoej Allé 21, 2630 Tåstrup, Denmark Job description: Heading department responsible for all business development and maintenance of local DK applications. This means maturing and driving all local IT initiatives and securing a stable production environment handling incidents and support requests in close collaboration with Nordea IT.
In further, responsible facilitating portfolio process selecting and monitoring Nordea Finance Denmark's (NFD) portfolio of IT initiatives. We function as local PMO creating the project and portfolio overview suggesting changes, ensuring prioritization, perform resource management to optimize the progress and value generation. This is done in close interaction with top / middle management, value chain representatives and relevant stakeholders.
Department: • Leading Others for 10+ direct reports in 1 department consisting of project managers, development managers and IT developers (consultants). Main IT capacity from Nordea IT with 15+ employees from Denmark and India Accomplishments besides delivering on initiatives: • Implemented agile delivery model with monthly deliveries using Scrum as a method in NFD and Nordea IT which has increased Business and IT interaction, created transparency and better use of our resources • Transformed portfolio management process, creating new governance & prioritization model which ensures sound decision-making based on thorough material • Implemented Jira system in NFD and Nordea IT to enable better control, overview and track progress of IT initiatives on a RQ level including incidents and support request 4
In further, responsible facilitating portfolio process selecting and monitoring Nordea Finance Denmark's (NFD) portfolio of IT initiatives. We function as local PMO creating the project and portfolio overview suggesting changes, ensuring prioritization, perform resource management to optimize the progress and value generation. This is done in close interaction with top / middle management, value chain representatives and relevant stakeholders.
Department: • Leading Others for 10+ direct reports in 1 department consisting of project managers, development managers and IT developers (consultants). Main IT capacity from Nordea IT with 15+ employees from Denmark and India Accomplishments besides delivering on initiatives: • Implemented agile delivery model with monthly deliveries using Scrum as a method in NFD and Nordea IT which has increased Business and IT interaction, created transparency and better use of our resources • Transformed portfolio management process, creating new governance & prioritization model which ensures sound decision-making based on thorough material • Implemented Jira system in NFD and Nordea IT to enable better control, overview and track progress of IT initiatives on a RQ level including incidents and support request 4
Head of Global Development Services (organisation restructure)
Nordea Finance
2016-01 - 2018-01
2016 - 2018 Head of Global Development Services at Nordea Finance, Helgeshoej Allé 21, 2630 Tåstrup, Denmark Job description: Received new role as part of organisational change heading global function responsible for all development and maintenance of local applications in Nordics consisting of 100+ applications. This means maturing and driving all local business development initiatives and securing a stable production environment handling incidents and support requests in close collaboration with Business and Nordea IT.
3 In terms of leadership my focus is ensuring proactivity and being "hands on" setting the direction where we want to be, create a plan how to get there and simultaneously building a high performing team who is self-driven, feel motivated and who are empowered to make their own decisions.
Function: • Leading Leaders for 30+ employees in 4 countries with 2-line managers and 10+ direct reports consisting of project managers, development managers and IT developers (consultants). Main IT capacity from Nordea IT with 75+ employees from Nordics and India Accomplishments besides delivering on initiatives: • Received rating 90 out of 100 as immediate manager for 2017 (old scoring model) and 80+ in 2018 in new agile scoring model. Both scores place me in top 20% of leaders within Nordea • Implemented online performance survey on individual and team level for our agile delivery setup. Received feedback from more than 150 stakeholders. Great result of 5,0 using PDD scale from Scaled Agile Framework • Initiated, matured, and helped implement organisational change moving IT delivery resources into Nordea Finance. All IT people working >50% for Nordea Finance moved from Nordea organisation into new IT Nordea Finance organisation
3 In terms of leadership my focus is ensuring proactivity and being "hands on" setting the direction where we want to be, create a plan how to get there and simultaneously building a high performing team who is self-driven, feel motivated and who are empowered to make their own decisions.
Function: • Leading Leaders for 30+ employees in 4 countries with 2-line managers and 10+ direct reports consisting of project managers, development managers and IT developers (consultants). Main IT capacity from Nordea IT with 75+ employees from Nordics and India Accomplishments besides delivering on initiatives: • Received rating 90 out of 100 as immediate manager for 2017 (old scoring model) and 80+ in 2018 in new agile scoring model. Both scores place me in top 20% of leaders within Nordea • Implemented online performance survey on individual and team level for our agile delivery setup. Received feedback from more than 150 stakeholders. Great result of 5,0 using PDD scale from Scaled Agile Framework • Initiated, matured, and helped implement organisational change moving IT delivery resources into Nordea Finance. All IT people working >50% for Nordea Finance moved from Nordea organisation into new IT Nordea Finance organisation
Senior Project Executive, Knowit
2013-01 - 2014-01
Senior Project Executive
Knowit A/S
2013-01 - 2014-01
Strandvejen 102B, 2900 Hellerup, Denmark Job description: Headhunted to work as a senior consultant within project, program, and portfolio management both within agile, waterfall and Lean principles/methods.
My competences and experience span broad, as do my assignments i.e., advising C- level how they can setup, mature & optimize their PMO function, help to execute a project / program or perform an agile transformation. Other assignments are, but are not limited to; • Scaling agile - implement agile & Lean processes all to top management increasing both throughput and generated value • Ambulance service - getting projects/programs/processes "back on track" • Coaching & mentoring - get motivated people who perform their best • Process & project assessment - maturity is the key for better results Knowit A/S is the Danish subsidiary within the Knowit Group, one of the leading consulting companies in the Scandinavian region with more than 1.800 consultants.
My competences and experience span broad, as do my assignments i.e., advising C- level how they can setup, mature & optimize their PMO function, help to execute a project / program or perform an agile transformation. Other assignments are, but are not limited to; • Scaling agile - implement agile & Lean processes all to top management increasing both throughput and generated value • Ambulance service - getting projects/programs/processes "back on track" • Coaching & mentoring - get motivated people who perform their best • Process & project assessment - maturity is the key for better results Knowit A/S is the Danish subsidiary within the Knowit Group, one of the leading consulting companies in the Scandinavian region with more than 1.800 consultants.
Senior Project Portfolio Manager
Fujitsu
2009-01 - 2013-01
2009 - 2013 Senior Project Portfolio Manager (PPM) at Fujitsu, Lautrupbjerg 9, 2750 Ballerup, Denmark Job description: Headhunted to setup and run the PMO ensuring delivery for a big telco customer within application management. This meant driving a team of 60+ people ensuring delivery of the agreed scope on time with the right quality at agreed cost.
Responsible for budgeting and invoicing processes linked to resources and projects for 5 clients optimizing utilization and yield for both supplier and customer.
The last year I was also responsible for a BPO program where the goal was to offshore financial processes for the Scandinavian countries to a new Shared Service Center (SSC). This meant driving a multinational program from idea to benefit realization affecting process flows, organization, and IT architecture.
Constantly improve the weekly and monthly reporting to internal and external stakeholders. Solve political and escalated issues, coach team members and drive the more typical tasks like planning, risk management and budgeting.
Other tasks are continually improving the PM methodology as well as setting the right governance structure. Helping the customers on a strategic level choosing future projects and ensuring needed internal resources and competencies. The selection is a result of a joined portfolio process, where all ideas are "tunneled through the pipeline" and initial documents like business cases are created to ease decision-making. Finally, the more PPM related tasks are status reporting internally and to the customer, constantly optimizing the PM methodology as well as performing strategic & financial analysis e.g., P&L statement.
Responsible for budgeting and invoicing processes linked to resources and projects for 5 clients optimizing utilization and yield for both supplier and customer.
The last year I was also responsible for a BPO program where the goal was to offshore financial processes for the Scandinavian countries to a new Shared Service Center (SSC). This meant driving a multinational program from idea to benefit realization affecting process flows, organization, and IT architecture.
Constantly improve the weekly and monthly reporting to internal and external stakeholders. Solve political and escalated issues, coach team members and drive the more typical tasks like planning, risk management and budgeting.
Other tasks are continually improving the PM methodology as well as setting the right governance structure. Helping the customers on a strategic level choosing future projects and ensuring needed internal resources and competencies. The selection is a result of a joined portfolio process, where all ideas are "tunneled through the pipeline" and initial documents like business cases are created to ease decision-making. Finally, the more PPM related tasks are status reporting internally and to the customer, constantly optimizing the PM methodology as well as performing strategic & financial analysis e.g., P&L statement.
Management Consultant
Tata Consultancy Services
2009-01 - 2009-01
2009 - 2009 Management Consultant at Tata Consultancy Services, Vesterbrogade 149, 1620 Copenhagen, Denmark Job description: Our master thesis at the CBS MBA program was to create a strategy placing TCS within the top five companies in Danish IT Services Market. The approach to solve the task at hand followed the normal consultancy process and the thesis was structured as highlighted below: 5 • Analysed the Scandinavian and Danish IT Services Market • Analysed the competitors, their strengths & weaknesses, market trends, market drivers & inhibiting factors and industry verticals to identify opportunities and threats • Performed company analysis coordinating with internal and external stakeholders through qualitative and quantitative studies to identify TCS strengths & weaknesses • Based on findings, prepared a strategic plan how to place TCS in the top 5 companies in the Danish IT Services Market
Senior Project Manager
Sterling Airlines & Maersk Air
2004-01 - 2008-01
(airlines merged in 2005)
Senior Project Manager
Sterling Airlines A/S, Copenhagen Airport South, 2791
2005-01 - 2008-01
Dragoer, Denmark Job description: In the beginning part of team responsible for merging Sterling Airlines & Maersk Air reporting directly to CEO. Followed up and facilitated management reaching tasks and financial goals. Focused afterwards on project opportunities to generate profit and optimize business processes to save cost. Involved from idea to business realization including coordinating and planning tasks with internal and external players. Responsible for project portfolio management creating visibility and prioritization through solid business cases so top management could make the best possible decisions. Selected projects are online seating, pay for baggage, agency sales channel optimization, AMEX travel account, One-to-One advertisement.
Implemented procurement system and setup processes for strategic sourcing and spending analysis.
Accomplishments: Projects in 2007 and 2008 (until august) yielded 223MDKK bottom line profit and implemented procurement system & processes saving 14,5 MDKK and significantly increased our leverage for supplier negotiations.
Implemented procurement system and setup processes for strategic sourcing and spending analysis.
Accomplishments: Projects in 2007 and 2008 (until august) yielded 223MDKK bottom line profit and implemented procurement system & processes saving 14,5 MDKK and significantly increased our leverage for supplier negotiations.
Senior IT Project Manager at Maersk Air
Copenhagen Airport South
2004-01 - 2005-01
2791 Dragoer, Denmark Job description: Responsible for creating project management process and implement proper corporate governance ensuring fair decision-making and distribution of resources. Involved in driving all projects from beginning where most solutions were supplied by external vendors meaning working and having contact with many partners and different cultures was part of the daily job.
Accomplishments: Projects include electronic invoicing, sales system charter & ad hoc travel, per DIEM system for flying staff, fuel costing system involving analysis, archiving and reporting system for fuel.
Accomplishments: Projects include electronic invoicing, sales system charter & ad hoc travel, per DIEM system for flying staff, fuel costing system involving analysis, archiving and reporting system for fuel.
IT Project Manager & Process Specialist
IBM
2000-01 - 2004-01
IT Project Manager
IBM, Sortemosevej
2002-01 - 2004-01
21, 3450 Alleroed, Denmark Job description: Project manager for software projects averaging 8-14 full time participants. Tasks were planning, executing and following up to ensure milestones, quality and budget were kept. Tracking of project plans, resource allocations, handling risks & problem management, budget plans, and host meetings with steering committee, project participants and other interested. All projects part of the ordering system and E2E supply chain process collaborating with production sites in Japan and America. During the final project I assumed worldwide responsibility meaning project managers from the US and Japan reported directly to me.
Accomplishments: Implemented SAP release, closedown Asia/Pacific production site and incorporated it into Alleroed production, worldwide responsibility for project 6 adding countries to new SAP release solution. First two SAP projects completed on time and budget which was first time in division history.
Accomplishments: Implemented SAP release, closedown Asia/Pacific production site and incorporated it into Alleroed production, worldwide responsibility for project 6 adding countries to new SAP release solution. First two SAP projects completed on time and budget which was first time in division history.
Process Specialist
IBM, Sortemosevej
2000-01 - 2002-01
21, 3450 Alleroed, Denmark Job description: Supporting and analyzing processes and related tasks in our ordering system to coordinate efforts from departments to ensure the business function's most optimal. Position required one to be open minded, motivated, analytical and have drive since speaking in big audiences, hosting education sessions or talking to managers was part of daily job.
Accomplishments: Improved communication and relationship to customers by implementing 24-hour service and decreased error rate for SW orders by 21%.
Accomplishments: Improved communication and relationship to customers by implementing 24-hour service and decreased error rate for SW orders by 21%.
Akademischer Hintergrund
MBA
2024-11 - 2024-11
MBA
Copenhagen Business School
2008-01 - 2009-01
MBA
Copenhagen Business School
2008-01 - 2009-01
Graduate Diploma in IT & Financial Accounting
Copenhagen Business School
2001-01 - 2003-01
Graduate Diploma in Business Administration
Copenhagen Business School
2001-01 - 2003-01
Tietgen Business College
Tietgen Business College
1998-01 - 2000-01
Zertifikate
PMP Certification
PMP
Foundation certified