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(Opdateret 2022-06-01)Erfaren projekt og program leder.
København, Danmark
Modersmål Danish, English, Flydende Svenska, Øvet Norwegian
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Kvalifikationer (52)
PROPOSALS
BUSINESS CASE
PRINCE2
BUYING/PROCUREMENT
RFP
DECOMMISSIONING
CUSTOMER INTERACTION
PURCHASING
ESTIMATION
ERP
Vendor Management
STEERING
Project Management
GOVERNANCE
Portfolio Management
PROJECT PLAN
Procurement
PROCESS IMPROVEMENT
FINANCE
MAINTENANCE
OPERATIONS
RETAIL
FINANCIAL REPORTING
RISK ASSESSMENT
BUSINESS-TO-BUSINESS
IT Infrastructure Library
RISK ASSESSMENTS
Change Management
ITIL
VALUE PROPOSITION
SHARED SERVICES
OFFSHORE
Risk Management
PROPOSAL WRITING
BUSINESS DEVELOPMENT
CONTRACTS
HEALTHCARE
RISK ANALYSIS
Product Management
STAFFING
Quality Management System
KEY ACCOUNT
Agile
QMS
CONTINUOUS IMPROVEMENT
STATISTICS
INSURANCE BUSINESS
DUE DILIGENCE
BATCH PROCESSING
BUDGET
CALYPSO
BUSINESS MANAGEMENT
Professionel erfaring
Director, Solutions and Projects
IQVIA
2021-03 - Nuværende
I was responsible for development, provision and deal-making using the local and global IQVIA solution portfolio. My responsibilities were divided into two areas: 1. Line management in the Nordic business unit, building a development/ delivery branch with architects, SME's, SDM's, developers etc. I held the P&L responsibility. I was member of the Nordic management team reporting to the General Manager (whom I was 1. substitute for). Focus areas was tender responses (public and private), Business Development maturing of Product Management (methods, governance and finance), scalability in delivery, contract management etc.
2. Responsible for large-dealmaking and partnering in the EMEA region. Objectives focused on revenue growth, obtaining strong local footprints, inclusion of stakeholders (Hospital management and staff, local authorities, researchers, authorities etc.), partnering and company acquisitions.
I was responsible of 80% of the Nordic revenue with expected growth rate +50% YoY. P&L responsibility in the Nordic region and responsible for leverage of product delivery in the EMEA region with a focus on large deals and delivery scalability.
Other responsibilities: • Incoming and ongoing projects trailed by AMS.
• All contract management and negotiations.
• Organised utilization of Global Delivery resources.
• Due Diligence on acquisition cases.
• Technological standardization and compliance.
• DPO and data privacy.
• Sub-vendors, collaborations and partnering.
• General professionalisation of the Nordic and EMEA delivery organisation by applying generic roles, global standard processes and use of shared services.
-Number of resources managed: +25 -TCV of bid portfolio: +400 m. DKR.
-Hands on approach to mgmt: create a fault tolerant team, utilize hidden strength, know-your-weaknesses and a high level of delegation of responsibilities.
2. Responsible for large-dealmaking and partnering in the EMEA region. Objectives focused on revenue growth, obtaining strong local footprints, inclusion of stakeholders (Hospital management and staff, local authorities, researchers, authorities etc.), partnering and company acquisitions.
I was responsible of 80% of the Nordic revenue with expected growth rate +50% YoY. P&L responsibility in the Nordic region and responsible for leverage of product delivery in the EMEA region with a focus on large deals and delivery scalability.
Other responsibilities: • Incoming and ongoing projects trailed by AMS.
• All contract management and negotiations.
• Organised utilization of Global Delivery resources.
• Due Diligence on acquisition cases.
• Technological standardization and compliance.
• DPO and data privacy.
• Sub-vendors, collaborations and partnering.
• General professionalisation of the Nordic and EMEA delivery organisation by applying generic roles, global standard processes and use of shared services.
-Number of resources managed: +25 -TCV of bid portfolio: +400 m. DKR.
-Hands on approach to mgmt: create a fault tolerant team, utilize hidden strength, know-your-weaknesses and a high level of delegation of responsibilities.
Project Manager
Region Sjælland
2020-10 - 2021-02
Region Sjælland (RSj) wanted to move their current ERP solution to an Oracle SaaS solution. My responsibility was organizing the analysis in order to produce a RFP material, trailed by executing the public tender. The project was increased allowing for incorporation of organizational and process changes to be included.
-Number of resources managed: 4-5 -Value/cost of tender: +200 m .DKR.
-Hands on approach to proj. mgmt: reuse RSj proven tender approach. Ignite the Change Management process during the analysis phase.
-Number of resources managed: 4-5 -Value/cost of tender: +200 m .DKR.
-Hands on approach to proj. mgmt: reuse RSj proven tender approach. Ignite the Change Management process during the analysis phase.
Vejdirektoratet
2020-07 - 2020-10
Strategic solution development (07.2020 - 10.2020).
Vejdirektoratet (VD) is responsible for building and operating the Danish traffical infrastructure. IT solutions are a key component in executing this responsibility, but VD found themselves in a situation, where the absolute core IT solution was realizing severe operational problems, and the effort and complexity of maintenance reaching a crucial level. By order of the board of directors, I performed a deep analysis of the current situation and suggested a palette of future options. The analysis was completed with a suggested strategic solution (evolution over revolution), a roadmap for realisation, a cost-case and a substantiated risk profile.
-Number of resources managed: 6 + external vendors.
-Hands on approach: Due Diligence as basis for an operational strategy.
Vejdirektoratet (VD) is responsible for building and operating the Danish traffical infrastructure. IT solutions are a key component in executing this responsibility, but VD found themselves in a situation, where the absolute core IT solution was realizing severe operational problems, and the effort and complexity of maintenance reaching a crucial level. By order of the board of directors, I performed a deep analysis of the current situation and suggested a palette of future options. The analysis was completed with a suggested strategic solution (evolution over revolution), a roadmap for realisation, a cost-case and a substantiated risk profile.
-Number of resources managed: 6 + external vendors.
-Hands on approach: Due Diligence as basis for an operational strategy.
advisor on bid for Public EU-Tender
Synoptik A/S
2019-11 - 2020-05
Tender & Bid Management (11.2019 - 05.2020).
Responsible for production of contract & all schedules for tender process of hosting and communication infrastructure. Customer having 2 HQ's and +250 local stores in Denmark, Greenland and Sweden with a focus on stability, availability, scalability and continuous improvement. Effort according to initial estimate with RFP process executed, ready for evaluation and negotiations. The tender deferred due to corona restrictions in business, yet ready for reopening and swift contract awarding.
Also acted as advisor on bid for Public EU-Tender, with a focus on win strategy, compliance, risk assessment and pricing.
-Value/cost of tender: 25m .DKR.
-TCV of bid: +40 m. DKR.
-Hands on approach: 'one man army' and timeboxing.
Responsible for production of contract & all schedules for tender process of hosting and communication infrastructure. Customer having 2 HQ's and +250 local stores in Denmark, Greenland and Sweden with a focus on stability, availability, scalability and continuous improvement. Effort according to initial estimate with RFP process executed, ready for evaluation and negotiations. The tender deferred due to corona restrictions in business, yet ready for reopening and swift contract awarding.
Also acted as advisor on bid for Public EU-Tender, with a focus on win strategy, compliance, risk assessment and pricing.
-Value/cost of tender: 25m .DKR.
-TCV of bid: +40 m. DKR.
-Hands on approach: 'one man army' and timeboxing.
Project Manager, Procurement Manager and Business Analyst
Region Sjælland
2018-04 - 2019-08
Having responsibility of several individual assignments: • Procurement Management.
Producing and conducting public tenders on IT purchases. Residing in a new department with a focus on legal, process compliance and delivery handling/-impact. My role included enforcing internal policies, and at the same time obtaining substantial results, i.e. reduced costs, beneficiary delivery terms and contributing to a general professionalization of the Tender process/effort in general.
◦ Full responsibility of each tender.
◦ Stakeholder Management.
◦ Ensure legal compliance and quality of material.
◦ Produce requirements and specifications singlehanded.
◦ Engage in general process improvement and stakeholder management.
• Business Analysist.
Conducting an analysis and management-proposal on future License Management. This included revealing the AS-IS situation, gathering future requirements and proposing a new solution including organizational changes and processes, market scan, business case, risks etc. The result was proposed to the Regional Management group and is currently under implementation.
• Project Manager.
Handed over responsibility of an infrastructure project run astray. The project was a transition of complete WAN services from one supplier to another as a result of a public ender process.
Re-organizing the open phases of the implementation and operations tests, ensuring documentation, approval plan and payment plan. Setting up a simple governance structure prior to handing over to local WAN operations. Furthermore a sunsetting of incumbent vendor services and conducting a major contract revision, as terms and conditions for termination were highly unclear. The latter resulting in major financial savings for the client.
-Number of resources managed: 2-5 -Value/cost of projects: Acc. value +450m DKR.
-Hands on approach to proj. mgmt: Old school as client didn't have a specific model.
Producing and conducting public tenders on IT purchases. Residing in a new department with a focus on legal, process compliance and delivery handling/-impact. My role included enforcing internal policies, and at the same time obtaining substantial results, i.e. reduced costs, beneficiary delivery terms and contributing to a general professionalization of the Tender process/effort in general.
◦ Full responsibility of each tender.
◦ Stakeholder Management.
◦ Ensure legal compliance and quality of material.
◦ Produce requirements and specifications singlehanded.
◦ Engage in general process improvement and stakeholder management.
• Business Analysist.
Conducting an analysis and management-proposal on future License Management. This included revealing the AS-IS situation, gathering future requirements and proposing a new solution including organizational changes and processes, market scan, business case, risks etc. The result was proposed to the Regional Management group and is currently under implementation.
• Project Manager.
Handed over responsibility of an infrastructure project run astray. The project was a transition of complete WAN services from one supplier to another as a result of a public ender process.
Re-organizing the open phases of the implementation and operations tests, ensuring documentation, approval plan and payment plan. Setting up a simple governance structure prior to handing over to local WAN operations. Furthermore a sunsetting of incumbent vendor services and conducting a major contract revision, as terms and conditions for termination were highly unclear. The latter resulting in major financial savings for the client.
-Number of resources managed: 2-5 -Value/cost of projects: Acc. value +450m DKR.
-Hands on approach to proj. mgmt: Old school as client didn't have a specific model.
Transition Manager/Program Manager
DXC
2018-09 - 2018-12
Assisting DXC in finalizing a solution proposal (bid) to a large Danish pension company, with a focus on governance, plans, organisation, outsourcing, transformation and transition. Afterwards appointed the role as Program Manager for Transition & Transformation and presented as such to the client. The bid made it to 'the final two'.
-Number of resources managed: N/A -Value/cost of projects: +250m DKR.
-Hands on approach to proj. mgmt: Agile, Prince2 organized, client focus.
Danish investor/Business Angel - Indep. contractor (03.2017 - 02.2018).
The investor needed a unified approach on evaluating his portfolio. This involved measuring technological maturity, risk management, strategic evaluation etc.
My responsibilities covered: • Conducting technological assessments for the individual companies in the portfolio. This involved identifying cross-portfolio KPIs.
• Conductions risk assessments enhanced with opportunity assessment. This would provide the investor with a better view on both pit-falls and opportunities to be prioritized and eagerly pursued.
• General advices on technological trends and spotting of start-ups with partnering potential providing synergies.
-Number of resources managed: 2
-Number of resources managed: N/A -Value/cost of projects: +250m DKR.
-Hands on approach to proj. mgmt: Agile, Prince2 organized, client focus.
Danish investor/Business Angel - Indep. contractor (03.2017 - 02.2018).
The investor needed a unified approach on evaluating his portfolio. This involved measuring technological maturity, risk management, strategic evaluation etc.
My responsibilities covered: • Conducting technological assessments for the individual companies in the portfolio. This involved identifying cross-portfolio KPIs.
• Conductions risk assessments enhanced with opportunity assessment. This would provide the investor with a better view on both pit-falls and opportunities to be prioritized and eagerly pursued.
• General advices on technological trends and spotting of start-ups with partnering potential providing synergies.
-Number of resources managed: 2
Maersk Line
2016-10 - 2017-01
Indep. contractor (10.2016 - 01.2017).
Reengineering the existing 'development process for interfaces' in the Business-to-Business department. The B2B was facing severe challenges with bottle-necks in development, quality, work-unit prioritization, standards and best practise. This being spiced up with a global development organization without a proper recognition of the need for a unified framework for development, documentation, quality, sign-offs and customer interaction.
My responsibilities covered: • Setting up the general programme and getting it in productive mode. Enabling handover to local programme manager to take over.
• Developing new standard development procedures with high scalability, compliance and simplification as the main objectives. This followed by an actual implementation of the model.
• Developing Stand Operational Procedures for Change Management and Customer approvals.
• Strict guidelines for documentation including new templates.
• Setting up global standard repositories (in MS SharePoint) for storing documentation, best practise and approvals. Repositories using MS SharePoint.
• Developing simple tools, i.e. a generic model for effort estimation, risk rating, management overview based on KPIs.
• Design and planning of a Test Center of Excellence powered by smart test-tools.
• Generic model for on-boarding new staff, thus enabling interim resources to join the teams and rapidly become productive.
• Arranging weekly conference calls with walk-throughs of in-process and in-pipeline work units. This providing management with a detailed overview of current situation and expected future workload, enabling correct reporting to Maersk General Management.
• General assistance for the Department Manager and stand-in in his absence.
• Most of the above-mentioned tasks being tied together in a programme, sustained by a project plan, risk analysis, change management approach and budget.
-Number of resources managed: 25 FTE incl. Global Delivery.
-Value/cost of projects: N/A -Hands on approach to proj. mgmt: Turn-over of delivery model and processes. Assign individual tasks and track frequently. All done with no interference with clients on-boading.
Reengineering the existing 'development process for interfaces' in the Business-to-Business department. The B2B was facing severe challenges with bottle-necks in development, quality, work-unit prioritization, standards and best practise. This being spiced up with a global development organization without a proper recognition of the need for a unified framework for development, documentation, quality, sign-offs and customer interaction.
My responsibilities covered: • Setting up the general programme and getting it in productive mode. Enabling handover to local programme manager to take over.
• Developing new standard development procedures with high scalability, compliance and simplification as the main objectives. This followed by an actual implementation of the model.
• Developing Stand Operational Procedures for Change Management and Customer approvals.
• Strict guidelines for documentation including new templates.
• Setting up global standard repositories (in MS SharePoint) for storing documentation, best practise and approvals. Repositories using MS SharePoint.
• Developing simple tools, i.e. a generic model for effort estimation, risk rating, management overview based on KPIs.
• Design and planning of a Test Center of Excellence powered by smart test-tools.
• Generic model for on-boarding new staff, thus enabling interim resources to join the teams and rapidly become productive.
• Arranging weekly conference calls with walk-throughs of in-process and in-pipeline work units. This providing management with a detailed overview of current situation and expected future workload, enabling correct reporting to Maersk General Management.
• General assistance for the Department Manager and stand-in in his absence.
• Most of the above-mentioned tasks being tied together in a programme, sustained by a project plan, risk analysis, change management approach and budget.
-Number of resources managed: 25 FTE incl. Global Delivery.
-Value/cost of projects: N/A -Hands on approach to proj. mgmt: Turn-over of delivery model and processes. Assign individual tasks and track frequently. All done with no interference with clients on-boading.
Solution Manager Executive
CSC
2015-09 - 2016-07
Working as an Executive Sales & Solution Manager focusing on Large Deals in Private and Public Sectors. My responsibility is to define solution and close large deals, utilizing Global Delivery, internal assets and offerings, driving down costs and increasing quality.
My responsibilities covered: • Partnering up with Account Managers and Directors, once a lead is tangible.
• Taking full responsibility as an opportunity owner, drive the proposal process and the allocated bidteam, identify the win themes, value propositions and the winning price, obtain internal approvals at all levels.
• Manage the trailing process of negotiations, finally closing the deal.
• Handover to the delivery organization. This being done through an internal handover process, with me having an active role at Project/Portfolio Management level.
• Grooming new markets and opportunities. I had the pleasure of establishing a strategy for the Norwegian public sector. Many learnings from the Danish public sector applied and used.
• All bids and proposals were managed according to standards for project management, i.e. project plan, staffing, costs, risk assessment, approval plan etc. All bids and proposal contained a full project plan for realization.
-Number of resources managed: 8 to 25.
-Value/cost of projects: +200m DKR -Hands on approach to proj. mgmt: Prince2, continuous delivery model.
My responsibilities covered: • Partnering up with Account Managers and Directors, once a lead is tangible.
• Taking full responsibility as an opportunity owner, drive the proposal process and the allocated bidteam, identify the win themes, value propositions and the winning price, obtain internal approvals at all levels.
• Manage the trailing process of negotiations, finally closing the deal.
• Handover to the delivery organization. This being done through an internal handover process, with me having an active role at Project/Portfolio Management level.
• Grooming new markets and opportunities. I had the pleasure of establishing a strategy for the Norwegian public sector. Many learnings from the Danish public sector applied and used.
• All bids and proposals were managed according to standards for project management, i.e. project plan, staffing, costs, risk assessment, approval plan etc. All bids and proposal contained a full project plan for realization.
-Number of resources managed: 8 to 25.
-Value/cost of projects: +200m DKR -Hands on approach to proj. mgmt: Prince2, continuous delivery model.
Solution Manager Executive
KMD
2014-02 - 2015-08
Working as a Sales & Solution Manager Executive focusing on Large Deals and Public Sector. My responsibility is to close large deals, utilizing Global Delivery, internal assets and offerings, driving down costs, increase quality and thereby increasing win-chance - having full responsibility and ownership of the bid.
My responsibilities covered: • Partnering up with the specific Key Account Managers once a lead is tangible.
• Taking full responsibility as an opportunity owner, drive the proposal process and the allocated bidteam, identify the win themes, value propositions and the winning price, obtain internal approvals at all levels.
• Manage the trailing process of negotiations, finally closing the deal.
• Handover to (by joining on an interim basis) the delivery organization.
• All bids and proposals were managed according to standards for project management, i.e. project plan, staffing, costs, risk assessment, approval plan etc. All bids and proposal contained a full project plan for realization.
In KMD I have obtained the following results: • Obtaining prequalification on all tenders applied for.
• Strongly contributing to KMD's pricing and value proposition on several deals with KOMBIT and Udbetaling Danmark.
• Winning the A&D / EORI tender at SKAT. KMD won with a high score on qualitatively criteria's and a maximum score on pricing.
• Establishing an internal innovation organization in order to strengthen position with a very large client and produce an increased upsale on existing contracts.
• Approved overall bid strategy (value proposition, pricing etc.) for all forthcoming tenders from a very large Public Client.
-Number of resources managed: from 2-3 teams to 40 (+ global delivery).
-Value/cost of projects: +300m DKR -Hands on approach to proj. mgt: Prince2, agile approach. Programme approach of gathering all activities with SKAT into one coherent organization, beginning with client facing responsibilities gradually working the way to include delivery org. Onboarding of client solutions according to a generic 'Lift-transform-shift' model and a standardized operations platform.
My responsibilities covered: • Partnering up with the specific Key Account Managers once a lead is tangible.
• Taking full responsibility as an opportunity owner, drive the proposal process and the allocated bidteam, identify the win themes, value propositions and the winning price, obtain internal approvals at all levels.
• Manage the trailing process of negotiations, finally closing the deal.
• Handover to (by joining on an interim basis) the delivery organization.
• All bids and proposals were managed according to standards for project management, i.e. project plan, staffing, costs, risk assessment, approval plan etc. All bids and proposal contained a full project plan for realization.
In KMD I have obtained the following results: • Obtaining prequalification on all tenders applied for.
• Strongly contributing to KMD's pricing and value proposition on several deals with KOMBIT and Udbetaling Danmark.
• Winning the A&D / EORI tender at SKAT. KMD won with a high score on qualitatively criteria's and a maximum score on pricing.
• Establishing an internal innovation organization in order to strengthen position with a very large client and produce an increased upsale on existing contracts.
• Approved overall bid strategy (value proposition, pricing etc.) for all forthcoming tenders from a very large Public Client.
-Number of resources managed: from 2-3 teams to 40 (+ global delivery).
-Value/cost of projects: +300m DKR -Hands on approach to proj. mgt: Prince2, agile approach. Programme approach of gathering all activities with SKAT into one coherent organization, beginning with client facing responsibilities gradually working the way to include delivery org. Onboarding of client solutions according to a generic 'Lift-transform-shift' model and a standardized operations platform.
Solution Manager Executive
IBM
2011-06 - 2014-02
Working within Sales & Solution Management on various assignments, I was responsible for outlining business opportunities and technical solutions to Clients. I was engaged from a handover from Key Account Manager, to the actual establishing of the delivery project. Highlighted accounts/solutions: • Sundhedsplatformen (Healthcare Platform) - I was responsible for the Application Management part (50% of TCV) of IBM's bid on new healthcare platform for Region Hovedstaden and Region Sjælland.
• UDK, Udbetaling Danmark - I was responsible for IBM's forthcoming 4 bids with UDK. Bid strategy and Solution Strategy completed and approved. Bid strategy differentiated from usual IBM approach, as I believed that price would be a minor award criteria and quality be the major. Bid-focus to be "How can the solution sustain both the UDK factory production approach and still have the end-user (citizen) as 1st. priority".
• BEC - Decommissioning of DL1 databases in order to reduce license costs. Solution included Global Delivery setup, conversion to DB/2 and a 'smart testing' approach.
• Nordea - Establishing a batch optimization initiative with the objectives of stabilizing production, mitigating severe risks and enabling smooth migration processes. Project focused on quality and cross-national unification.
• TetraPak - Solution design and project establishment of new world wide SharePoint intranet portal. Including international sourcing and Global Delivery.
• LeoPharma - Solution design of AMS on an entire SAP solution. +50 FTE and global delivery.
• JN Data - Lead consultant on process and quality improvement initiative. JN Data Group Management wanted to establish low-level management 'tools' enabling team-managers to evaluate effect of team effort.
• Maersk Sealand - transition of Application Management from one Global Delivery vendor to IBM's Global Delivery organization. Including +150 resources transferred.
• All bids and proposals were managed according to standards for project management, i.e. project plan, staffing, costs, risk assessment, approval plan etc. All bids and proposal contained a full project plan for realization.
All deals including extensive use of IBM assets (technology, processes, best practices etc.) as well as a high degree of global delivery.
I held a position as Nordic Lead on IBM's Managed Testing Services offering. The position included pre-sales responsibility (joining with Key Account Managers), planning and execution. I have fronted, advised and engaged with several large clients directly improving their testing abilities and outsourcing their internal test departments to off-shored IBM operations. Highlighted accounts/solutions:
• Sandvik - implementing managed testing services on HR and financial IT-solutions. Solution serving as POC prior to a global roll-out of managed testing services. +125 FTE
• Nfit (financial sector) - Design of offshored managed testing services on Calypso solution. Commoditizing IBM competence center in India, to deliver the service.
-Number of resources managed: from 2-3 teams to 40 (+ global delivery).
-Value/cost of projects: N/A -Hands on approach to proj. mgmt: Prince2, agile approach. Onboarding of client solutions according to a 'Lift-transform-shift' model.
Solution Manager
KMD
2007-01 - 2011-05
As a Solution Manager within the line organisation, fronting KMD's single largest account with the Danish Tax Authorities ('SKAT'). For a longer period, I was managing the individual workstreams as a Program Manager under one single program, providing top-management overview, ensuring program objectives being met, follow-up on individual workstreams, all client contact, aggregated risk-logs, aggregated financial reporting and primary escalation point. Some workstreams being under development, some in transition and others in Application Management mode. I also had the responsibilities of planning and leading all negotiations.
I had the responsibilities of producing and approving bids from KMD to the governmental market. This includes an assessment of all the individual parts of the bid (proposed business/ technical solution, estimate, price, resource/competence needs, timeframes, prerequisites etc.) as well as establishing the delivery model (local resources, consultants, offshoring resources in primarily India and other vendors). Bids and proposals were managed according to standards for project management, i.e. project plan, staffing, costs, risk assessment, approval plan etc. All bids and proposal contained a full project plan for realization.
I was also leading KMD's program with a very large union (HK). Overall responsibility to ensure daily operations on existing system and heading 2 development projects.
I have had responsibility/co-responsibility of closing contracts to an accumulated value of +35 mio. US $. I have managed/participated in a major part of the negotiations both with clients and KMD's contracted vendors. I have resided in several Steering Committees. I have produced Issue Management plans with proposed press related actions.
-Number of resources managed: From 15 to 40.
-Value/cost of projects: Acc. value +225m DKR.
-Hands on approach to proj. mgmt: Develop solution, participate in bid, close contracts and establish/organize/control transition project, when in steady-state hand-over to delivery. Developing and implementing the AMS concept in KMD.
I had the responsibilities of producing and approving bids from KMD to the governmental market. This includes an assessment of all the individual parts of the bid (proposed business/ technical solution, estimate, price, resource/competence needs, timeframes, prerequisites etc.) as well as establishing the delivery model (local resources, consultants, offshoring resources in primarily India and other vendors). Bids and proposals were managed according to standards for project management, i.e. project plan, staffing, costs, risk assessment, approval plan etc. All bids and proposal contained a full project plan for realization.
I was also leading KMD's program with a very large union (HK). Overall responsibility to ensure daily operations on existing system and heading 2 development projects.
I have had responsibility/co-responsibility of closing contracts to an accumulated value of +35 mio. US $. I have managed/participated in a major part of the negotiations both with clients and KMD's contracted vendors. I have resided in several Steering Committees. I have produced Issue Management plans with proposed press related actions.
-Number of resources managed: From 15 to 40.
-Value/cost of projects: Acc. value +225m DKR.
-Hands on approach to proj. mgmt: Develop solution, participate in bid, close contracts and establish/organize/control transition project, when in steady-state hand-over to delivery. Developing and implementing the AMS concept in KMD.
Project manager
KMD
2006-05 - 2006-12
Project Manager on the www.NemKonto.dk development project. The project had fallen behind on several deliverables and was facing substantial challenges in order to fulfil the contract. Being a major Public Digital Process, failure (delay) was not an option.
The project had +20 participants and involved a backend mainframe solution with a front-end website along with organising production, maintenance and support (user and citizen). The system had payment interfaces with banks, hence strict requirements in regards of resilience and persistency. The project was finalised according to plans and with the client's acceptance of all requirements met.
-Number of resources managed: +20 FTE.
-Value/cost of projects: ? -Hands on approach to proj. mgmt: Prince2, reorg. of project according to priorities. Onboard proper competencies. Revitalize client interactions.
The project had +20 participants and involved a backend mainframe solution with a front-end website along with organising production, maintenance and support (user and citizen). The system had payment interfaces with banks, hence strict requirements in regards of resilience and persistency. The project was finalised according to plans and with the client's acceptance of all requirements met.
-Number of resources managed: +20 FTE.
-Value/cost of projects: ? -Hands on approach to proj. mgmt: Prince2, reorg. of project according to priorities. Onboard proper competencies. Revitalize client interactions.
Project Office / assistant and specialist (assignment 1)
via IBM
2005-03 - 2006-04
As part of the Programme Management in a large scale (+350 resources) SAP ERP project, I functioned as a management specialist with responsibility of project controlling, providing management information, statistics with accompanying analysis and conclusive material. I also had close contact with team leaders and other area-responsible staff for guidance, coaching and specific assistance.
Project Office / assistant and specialist (assignment 2)
2005-10 - 2006-04
my main tasks were - 1) to drive the overall estimation of the clustered rollout of the global solution and 2) support commercial negotiations regarding a new contract between IBM and Maersk. I also aided and facilitated resolving of ongoing technical and legal disputes on prior contracts.
Both assignments were based in Copenhagen in an international English-speaking environment.
-Number of resources managed: Ass. 1: 2 FTE, ass. 2: 15 FTE.
-Value/cost of projects: Not known, but the implementation is the largest SAP implementation in DK.
-Hands on approach to proj. mgmt: Ass. 2: Prince2, aquire tracking information and deliver to consolidated tracking base enabling 8 individual roll-out projects. Ensure capacities and competencies.
Both assignments were based in Copenhagen in an international English-speaking environment.
-Number of resources managed: Ass. 1: 2 FTE, ass. 2: 15 FTE.
-Value/cost of projects: Not known, but the implementation is the largest SAP implementation in DK.
-Hands on approach to proj. mgmt: Ass. 2: Prince2, aquire tracking information and deliver to consolidated tracking base enabling 8 individual roll-out projects. Ensure capacities and competencies.
Program Manager
Ericsson
2004-06 - 2005-03
Responsible for the intensive optimisation of the client's global SAP ERP installation.
As a result of a rapidly decline in performance and stability in the SAP portfolio, an extremely critical situation aroused. Increasingly lack of system access and rapidly increase in process errors had a very critical impact on business. As a counter action a task force with +100 participants was established (in addition +200 off-shore resources in India), with the objective of stabilising systems and enhance response times substantially. The objectives were met already after 5 months but the task force continued, ensuring stability and increasing performance even further. The project was based in Stockholm, Sweden in an international, English speaking environment.
-Number of resources managed: app. 300 FTE.
-Value/cost of projects: N/A. Not calculated, as actions were considered emergency actions. Costs driven by FTEs and high-performance hardware purchases.
-Hands on approach to proj. mgmt: Organized in small teams determining problems, root-causes and solutions. Delivery model was large development teams in India with an on-site team-lead. Due to the nature of the program, the approach can best be described as 'we make it up, as we go along'.
As a result of a rapidly decline in performance and stability in the SAP portfolio, an extremely critical situation aroused. Increasingly lack of system access and rapidly increase in process errors had a very critical impact on business. As a counter action a task force with +100 participants was established (in addition +200 off-shore resources in India), with the objective of stabilising systems and enhance response times substantially. The objectives were met already after 5 months but the task force continued, ensuring stability and increasing performance even further. The project was based in Stockholm, Sweden in an international, English speaking environment.
-Number of resources managed: app. 300 FTE.
-Value/cost of projects: N/A. Not calculated, as actions were considered emergency actions. Costs driven by FTEs and high-performance hardware purchases.
-Hands on approach to proj. mgmt: Organized in small teams determining problems, root-causes and solutions. Delivery model was large development teams in India with an on-site team-lead. Due to the nature of the program, the approach can best be described as 'we make it up, as we go along'.
CEO/co-owner
Larsen & Schiøtz
2002-01 - 2003-09
CEO.
As a joint owner of the company (producing 'state-of-the-art' kitchens and ward robes), I was requested to join the company as a Managing Director on an interim basis (1 year +). The company moving from being a minor producer wanted to become a mid-range player, for better utilization of available resources and selling potentials. The main objective was to facilitate this expansion.
-Number of resources managed: 50 -Value/cost of projects: Revenue/year 75m DKR.
As a joint owner of the company (producing 'state-of-the-art' kitchens and ward robes), I was requested to join the company as a Managing Director on an interim basis (1 year +). The company moving from being a minor producer wanted to become a mid-range player, for better utilization of available resources and selling potentials. The main objective was to facilitate this expansion.
-Number of resources managed: 50 -Value/cost of projects: Revenue/year 75m DKR.
Project manager / Architect (assignment 1)
Maersk Sealand
2000-03 - 2001-11
Establishing and managing a department (ISG) with the responsibility of integration architecture and supply of generic business processes and interfaces. The depart ment operates cross orga niza tional as an advisory function but driven by actual business needs and deliverables. The department operates in an organization with high demands regarding deliverables (interfaces, standards, methodologies, policies and guidelines). As planned, the department was outsourced to an external IT service supplier, but still under internal management by the customer.
Project manager / Architect (assignment 2)
2001-12 - 2001-01
with the overall responsibility of data architecture and application architecture, but residing within the business line (rather than IT). The depart ment was, as planned, transferred to internal management December 2001.
-Number of resources managed: 5 - 15 FTE.
-Value/cost of projects: N/A -Hands on approach to proj. mgmt: Establish a high-frequency delivery model. Deliver integration pro-actively (acc. To business priorities) thereby enabling a swarm of smaller independent project (RAD approach). Establish dep. with resp. of data-management spanning the whole company.
-Number of resources managed: 5 - 15 FTE.
-Value/cost of projects: N/A -Hands on approach to proj. mgmt: Establish a high-frequency delivery model. Deliver integration pro-actively (acc. To business priorities) thereby enabling a swarm of smaller independent project (RAD approach). Establish dep. with resp. of data-management spanning the whole company.
Management consultant
Jacobil, Ford
1999-10 - 2000-03
As the right-hand to the CEO, I assisted in expanding the company through several Merger & Acquisitions. I was responsible for overall consulting, IT management and optimization of work processes. The acquisitions covered 6 independent companies.
During the assignment, I developed a guided methodology for purchasing and integrating new companies. The acquisition was organized by operational procedures, reports, guidelines and checklists. IT services were reorganized from small independent units into larger central services.
-Number of resources managed: none.
-Value/cost of projects: total aq. amount exceeding 100m DKR.
During the assignment, I developed a guided methodology for purchasing and integrating new companies. The acquisition was organized by operational procedures, reports, guidelines and checklists. IT services were reorganized from small independent units into larger central services.
-Number of resources managed: none.
-Value/cost of projects: total aq. amount exceeding 100m DKR.
Program manager / departmental manager
Danica / Danske Forsikring
1997-11 - 1999-10
In coherence with Danske Bank's acquisition of the top-5 insurance company Danica, a merge between the banks own insurance company Danske Forsikring and Danica took place. My task was managing the program of merging the Casualty Insurance businesses.
The strategic project was the core of the future insurance systems in Danske Bank. The project took very large consideration to future acquisitions and company merges, regarding data, applications, business rules and business logic. The project spanned more than 3,5 years subsequently more than 150 man-years.
-Number of resources managed: 18 FTE incr. to 45 FTE + 5 business reps.
-Value/cost of projects: appr. 100m DKR.
-Hands on approach to proj. mgmt: Prince2, traditional tracking and reporting, high-performance teams on testing and integration. High degree of business involvement.
The strategic project was the core of the future insurance systems in Danske Bank. The project took very large consideration to future acquisitions and company merges, regarding data, applications, business rules and business logic. The project spanned more than 3,5 years subsequently more than 150 man-years.
-Number of resources managed: 18 FTE incr. to 45 FTE + 5 business reps.
-Value/cost of projects: appr. 100m DKR.
-Hands on approach to proj. mgmt: Prince2, traditional tracking and reporting, high-performance teams on testing and integration. High degree of business involvement.
Project manager
Post Danmark (Royal Mail)
1993-12 - 1997-10
Contracted as IT consultant and management consultant, participating in more than 15 projects.
Primary tasks: • Project management and coaching for PM's.
• Management of systems purchase process/tender, including vendor management and negotiations, administration of businesscase.
• Development and deployment of general HR strategy - Client was later awarded the national HR price for innovative thinking.
-Number of resources managed: teams varied from 2 to 30 FTE.
-Value/cost of projects: acc. +350m DKR. Largest project 130m DKR.
-Hands on approach to proj. mgmt: Enable public tender by producing requirements specs, conduct the tender, enable delivery project and receiving organization and hand-over to local PM. Everything according to company specific project models.
Primary tasks: • Project management and coaching for PM's.
• Management of systems purchase process/tender, including vendor management and negotiations, administration of businesscase.
• Development and deployment of general HR strategy - Client was later awarded the national HR price for innovative thinking.
-Number of resources managed: teams varied from 2 to 30 FTE.
-Value/cost of projects: acc. +350m DKR. Largest project 130m DKR.
-Hands on approach to proj. mgmt: Enable public tender by producing requirements specs, conduct the tender, enable delivery project and receiving organization and hand-over to local PM. Everything according to company specific project models.
CEO
De Forenede Konsulenter (DFK)
1991-01 - 1996-01
Managing Director and joint owner
DFK
1991-01 - 1996-01
A company offering general IT consultants and high competence resources in the field of capacity and resource planning, with an average staff of app. 10. I used the company DFK as a platform for selling my resource.
-Number of resources managed: 10 FTE.
-Value/cost of projects: revenue/year - 10-15m DKR.
-Hands on approach to proj. mgmt: develop core solution and add module by module. Old school approach on resources, tracking, reporting etc.
-Number of resources managed: 10 FTE.
-Value/cost of projects: revenue/year - 10-15m DKR.
-Hands on approach to proj. mgmt: develop core solution and add module by module. Old school approach on resources, tracking, reporting etc.
Project manager
KMD
1991-03 - 1993-12
Project manager on development of resource management/planning system. The development assignment was granted to DFK (see below reference) by KMD, planned to be core part of the KMD healthcare offerings. Solution didn't sunset until 2015.
-Number of resources managed: 8 FTE.
-Value/cost of projects: 35m DKR. Standard implementation rollout model developed for the client to utilize including hardware and misc. infrastructure.
-Number of resources managed: 8 FTE.
-Value/cost of projects: 35m DKR. Standard implementation rollout model developed for the client to utilize including hardware and misc. infrastructure.
Project manager
Post Giro
1989-06 - 1991-03
Project manager on developing a new front office and back office system (PTS) to the Danish postal offices. I also participated in the overall management group.
-Number of resources managed: 6 FTE -Value/cost of projects: +60m DKR.
-Hands on approach to proj. mgmt: resp. for front-end system being 1/3 of overall solution and all planning and governance associated. Project approach was est. integrations and afterwards continuous delivery to test/prod bench.
-Number of resources managed: 6 FTE -Value/cost of projects: +60m DKR.
-Hands on approach to proj. mgmt: resp. for front-end system being 1/3 of overall solution and all planning and governance associated. Project approach was est. integrations and afterwards continuous delivery to test/prod bench.
Project manager
Colga te-Palmolive Ltd
1988-12 - 1989-06
Project manager on selecting, purchasing and implementing a new ERP solution. I relocated to UK, as the project was UK based.
-Number of resources managed: N/A -Value/cost of projects: +50m DKR
-Number of resources managed: N/A -Value/cost of projects: +50m DKR
Consultant / Project manager with Royal Danish Mail
Enator a/s
1987-11 - 1988-12
Development of new back-office and administrative systems for Royal Danish Mail.
-Number of resources managed: 5 FTE -Value/cost of projects: 10m DKR -Hands on approach to proj. mgmt: simple PM tasks + reporting, progress, client contact. No specific model followed, but old school approach on resources, tracking, reporting etc. High degree of client facing.
-Number of resources managed: 5 FTE -Value/cost of projects: 10m DKR -Hands on approach to proj. mgmt: simple PM tasks + reporting, progress, client contact. No specific model followed, but old school approach on resources, tracking, reporting etc. High degree of client facing.
System analyst / Project manager
Andelsbanken
1986-01 - 1987-10
Employed as a participant in a task force with the objective of implementing new methodologies for systems development and utilization of relational databases. Also participated in implementation of the new centralised stock exchange system, enabling all brokers to trade online. The system was implemented by interfacing a purchased standard dealer system into the existing systems portfolio.
Akademisk baggrund
BA
University of Copenhagen under Political Science and IT Governance
1990-06 - 1995-10
BA
1986-01 - 1989-06
MS
University of Copenhagen under Geography
1980-07 - 1988-10
Certificeringer
Technology Business Management (TBM) Foundation.
Technology Business Management
Misc. IBM Project/Portfolio/Program Management.
Prince2 Foundation/Practitioner.
TOGAF Foundation.
ITIL Foundation.
IPMA B.
CSC