Kan være tilgængelig
(Opdateret 2020-07-13)Experienced change-& project manager
Herning, Danmark
Modersmål Danish, Flydende English, Øvet German
- Project Excellence
- Change management
- Leadership-& team development
Kvalifikationer (24)
SHOP FLOOR
PROJECT MANAGER
CONTINUOUS IMPROVEMENT
LEADERSHIP DEVELOPMENT
TEAM BUILDING
KAIZEN
PERFORMANCE MANAGEMENT
EMPLOYEE ENGAGEMENT
TEAM MANAGEMENT
SELF MOTIVATED
Change Management
COACHING
OPERATIONS
Risk Management
LOGISTICS
SITE MANAGEMENT
Supply Chain Management
SATISFACTION
SUPPLY CHAIN
KEY ACCOUNT
MIXING
TRADING
TURBINE
FORECASTING
Resumé
Proactive and dynamic change leader with strong business acumen based upon several years of experience from positions within personnel, logistic and project management at strategic, operational and tactical level.
Experienced in working with multiple stakeholders and drive change and setting new standards within a short period of time.
Suited to leading & developing roles and accustomed to working within cultural diverse landscapes with shifting conditions, stakeholders and agendas.
The approach to all tasks is solution-oriented and non-academic and with a strong belief in people as the most important enabler for a company to succeed.
Professionel erfaring
2017-02 - Nuværende
Zephyr Consulting is a flexible and humble consultancy dedicated to helping businesses and organizations unlock their unutilized potential and improve their results.
Our long-lasting experience of working with people, organizations and improvements globally allows us to quickly cut to the bone and focus on what is relevant, ensuring that we bring value to the company and the organization in the short-, medium- & long-term.
Core specialities:
- People Development (Employee, Leader and Team Development)
- Operational Excellence (Optimization of operation & productivity)
- Excellence in Execution of Strategies, Projects and Plans
- Happiness at work
Our services are tailored to the needs of each company and organization, because culture, context and maturity make every organization different.
2018-03 - 2019-12
Development & implementation of a new way of working with performance and risk management (Increased ownership of risk and performance). - One of the new approaches is a Project execution concept mixing lean methodologies and military operational techniques to ensure focus and proactive decision making in project execution
• Visual management (Creating transparency)
• Development project team (team-& Leadership development).
• Team building through LEGO® SERIOUS PLAY®
• Supporting HR by running workshops (team-& leadership development sessions)
2017-04 - 2018-03
Development & implementation of a new way of working with performance and risk management (Increased ownership of risk and performance). - One of the new approaches is a Project execution concept mixing lean methodologies and military operational techniques to ensure focus and proactive decision making in project execution
• Visual management (Creating transparency)
• Development project team (team-& Leadership development).
• Team building through LEGO® SERIOUS PLAY®
• Happiness at work
2016-12 - 2017-03
• Team building
• Process improvement
• Visual management boards
2016-06 - 2016-12
Appointed in order to gain momentum in execution of the operational excellence program
• Coordination and execution of a cross functional Operations Excellence Program within DBU
• Facilitating/leading continuous improvement network within DBU
• Teambuilding activities
• Introduced and implemented Strategy deployment (Hoshin Kanri) to set direction and efficient execution within DBU and increase organisational effectiveness.
2015-10 - 2016-06
Supported the Asset Manager within leadership & performance
Coaching Asset Leadership Team on:
o Performance Management (KPI development/management)
o Team performance
o Employee engagement
Results:
• Introduced and implemented visual management boards to anish Business Unit
• Developed and executed voluntary continuous improvement training for employees (92 participants with a net promotor score of 67)
2014-11 - 2015-09
• Managerial responsibility 94 employees deployed globally (3 team leaders)
• Part of Siemens Windpower negotiation team on local agreements
• Development of Competence Strategy and development for blue collars to support global service operations in a global context (mix between in-house, contractor and local workforce)
• Introduced personality profiling as a tool when forming teams.
• Strategy deployment (Hoshin Kanri)
Results:
• Increased employee engagement
• Increased internal net promotor score from -17 to 26
• Increased quality of forecasting and turnover
2013-10 - 2014-10
Developing/implementing “Site Operational Excellence” concept.
o Lean planning and execution of construction on Sites globally (Germany, UK, France, Sweden, Turkey, South Korea)
o Training/coaching of Site Management globally within execution & leadership
o Training of technicians globally within planning/learning
Results:
• Increased productivity on selected onshore turbine construction sites with 40-70%
2012-07 - 2013-09
Commander Battery in 1st Arty Battalion, Oksbøl, Denmark
Appointed in order to revitalise productivity after a merge four units into one.
• Managerial responsibility 102 employees (30 Leaders)
• Led transformation of the unit and redefining directions and priorities
• Restructured the unit in order to meet the changes in operational demands
and need for career possibilities for the different ranks.
• All operational tasks solved with 60% manning
• Competency Strategy/development
• Budgeting/controlling
• Resource management (strategic/operational level)
2011-06 - 2011-11
Controlling on logistic matters (SAP), i.e. purchases and depreciations.
Logistic Training and education in the Battalion.
Supply Chain Management, including stock rationalization.
2010-08 - 2011-06
Commander Headquarters Battery at 1st Arty Battalion, Oksbøl, Denmark
• HR all personnel including personnel planning.
• Managerial responsibility 47 employees (10 leaders)
• Budgeting/controlling
• Resource management (strategic/operational level)
• Change management.
At the same time Head of Logistics 1. Arty Battalion.
2008-10 - 2009-07
• Preparation/implementation of Activity plans, Goals and education/training
plans for the Battalions personnel (approx. 300.)
• Resource management. (Running the day-to-day business, including coordination with in- and external stakeholders).
2007-04 - 2008-10
Elevated the battalion's logistic capabilities through new defined targets and roles that addressed the necessity in prioritizing the supply chain.
2006-01 - 2006-12
Civilian and military planning assignments, such as;
o Preparation/drafting of agreements between the different UN agencies in the area.
o Project coordinator all projects within UNTSO
o Increased the safety for 152 UN observers by changing evacuation routes and procured new first aid kits (analysing-procurement-implementation)
Team Leader, Observer Team, United Nations Truce Supervision
2005-06 - 2006-01
• Head of 12 UN Military Observers from 10 different nations.
• Negotiation and Training & competency development
2004-12 - 2005-06
Observing/reporting on activities in the area.
Weapon inspections
Cooperation with local security forces
Living/working 24/7 with personnel from other nations
2004-01 - 2004-10
• Manager of 6 officers from 5 different nations.
2001-10 - 2003-12
1991-10 - 2003-09
1994-01 - 2001-09
1994-01 - 1997-04
1989-06 - 1989-10
2011-11 - 2012-06
Supply Chain Management,
• Supply Chain Management and Key Account Manager Army.
• Optimizing stocks and warehouse management (Lean).
Akademisk baggrund
2017-01 - 2017-01
2011-01 - 2011-01
2010-01 - 2010-01
2024-04 - 2024-04
Certificeringer
2017-07