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(Päivitetty 2020-01-13)Consultant - Project Manger
København, Denmark
Äidinkieli Danish, English, Sujuva French, Aloittelija German
- SAP, Data Management, Digitalization, Business optimization
- Leadership, team development (20+ years)
- Program and Project Mnaagement (30+ years)
Taidot (53)
PMP CERTIFICATION
BUDGET
CONTRACTS
PMO
GENERAL LEDGER
INVOICE
ERP
PROGRAM MANAGER
BUSINESS CONSULTING
PROJECT MANAGER
OPTIMIZATION
PMP
PMI
Business Intelligence
PERFORMANCE MANAGEMENT
MEDICAL DEVICES
PROCESS IMPROVEMENTS
RFP
WORKFLOW
GOVERNANCE
EXPLORATION
TEAM PLAYER
SHOP FLOOR
PMI CERTIFICATION
RFI
PMI CERTIFIED
BUSINESS CASE
PMI/PMP
GAP ANALYSIS
BI
Change Management
DOCUMENTATION
PAYROLL
FINANCE
SARBANES-OXLEY (SOX)
SOX
SOPS
GxP
HEALTHCARE
QA
OPERATIONS
FDA
TRADING
SERVICE DESK
CFR 21
SUPPLIER MANAGEMENT
LABORATORY
Telecom
QUALITY MANAGER
ROBOTICS
ARGUS
FANUC
NAFTA
Työkokemus
2018-01 - Nykyhetki
Project- and Engagement Management of a several complex European customers in Financiel Services, Telecom, Public and Healthcare industries into Omada's Identity and Access Management Software with both on-premise and SaaS based services. Primary results have been to manage project teams to successful implementation of the the software, stakeholder management of key customer stakeholders on all levels, contract management including negotiations of complex professional servies and opetations agreements and additional sales of consulting services.
2017-01 - 2018-01
Program Management of a complex finance development program with 5 projects covering: Invoice processing (including robotics), approval processes according to strict public compliance rules (workflow solutions and Concur TEM), data quality and master data management, and automation of payment processes with strict financial controls and implementation of the Danish NEM payment system.
2015-01 - 2017-01
Nets, Program Manager - HR strategisk development og implementering (SAP HR, SuccessFactors)
"Trustet Advisor" and program manager for the Executive Vice President, Head of HR delivering in the following areas: Development and implementation of an HR Servicemodel including complete re-engineering of HR processes, Data quality improvements on SAP HR, SuccessFactors and BW, Development of a new HRIS strategy based on how to utitize SAP as an HR strategic enabler and outsourcing of Payroll processes. In addition to interim management responsibility for the SAP team of 15 people.
2012-01 - 2015-01
Responsible for a large program to build a new enterprise data warehouse to ensure that the company could deliver data for calculations of capital reserves, technical provisions and produce reporting to fulfill the requirements in the Solvency II regulations.
2014-01 - 2015-01
2014-01 - 2015-01
Responsible for establishment of Finance process governance in the company. All processes were identified documented and re-engineered including applying process KPIs to all processes. Process documentation was published on a portal and rolled out to all relevant employees.
2015-01 - 2015-01
Responsible for establishing a PMO (Program Management Office) in the Finance department. The PMO was implemented with processing baset on PMI methods for strategic planning, project and portefolio management, project management and business transformation management. Projects under PMO control were ERP project for migrations of general ledger from SAP FI and Agresso to MS AX. The PMO also delivered Master Data Management for General Ledger Account master data across Scandinavia.
2012-01 - 2013-01
2010-01 - 2012-01
RSA Scandinavia, Project Sponsor and manager - Information Management
Responsible for developing a complex strategy for information management in the company. The work included: a) Stakeholder management, b) Evaluation and selection of platform technology and c) Strategy for data quality and data management og master data, actuarial data and big data.
2011-01 - 2012-01
Responsible for a project to assess and improve the data quality of all relavant data to ensure Solvency II compliance. This included analysis of data in more than 40 data systems and delivered accurate, complete and appropriate data in all systems as a basis for compliance.
2011-01 - 2011-01
Responsible for at project to develop and implement a data policy specifically aimed at ensuring compliance according to the Solvency II requriements. The project was staffed with highly specialized ressoruces from big 4 consuntancy firms with actuary and compliance skill. The results included a policy, several SOPs and an organizational structure with a data governance board and working group. Furthermore the policy was implemented using e-learning.
2010-01 - 2010-01
I took over project management of this project from a consultant who was going on paternity leave. I was responsible for finalizing the deliverables and closing down the project. The project delivered a new web platform and several sites for the customer and consisted of a team from Denmark and China. The project ran on a tight economy and deadlines and was finalized with a satisfied customer.
2010-01 - 2010-01
Project manager and consultant responsible for developing a business case for investment in a Phamacovigiance system. The customer chose Oracle Argus, based on the specified requirements. The project identified tangible benefits and a clear benefit realization plan.
2010-01 - 2010-01
Project manager and consultant for a project to develop a stragy for globalization of the customer's infrastructure from country and region based to being globalized and standardized. The recommendation resulted in a large cost saving.
2010-01 - 2010-01
2009-01 - 2009-01
Project manager and consultant for development of a business case for replacement of an eCTD software that Novo used to manage documentation and the regulatory process when introducing pharmaceutical products on new markets.
2009-01 - 2009-01
Responsible for a consulting engagement to produce a due dilligence, design a solution, prepare a proposal and contract for outsourcing of IT operations and support. The project was devided into 3 workstreams: Analysis of the customer's AS-IS setup, gap-analysis, Service Management design based on ITIL processesses and people transition. As the overall engagement manager I was involved in all areas of the project and for complex stakeholder management at both the customer and supplier sides
2009-01 - 2009-01
2008-01 - 2009-01
2007-01 - 2008-01
Responsible for building a new IT department to support the company's offices in Denmark and USA including sales force, clinical functions and administration. The project included GxP validation of infrastructure for a laboratory in Denmark and establishment of a CFR 21 part 11 validated system to manage data and submissions to FDA.
2004-01 - 2007-01
Project manager responsible for implementation of SAP R/3 in the company. The implementation was a full SAP solution with all moduels: MM, PP, PM, FI, CO, WM, SD. The project also implemented automization in the manufacturing area witch including had held terminals. The project was initiated by a comprehensive strategic analysis and was completed with a complex team of specialists from the USA based parent company and key ressoruces from the affiliate business. The project implemented support for local and global processes including master data management of material masters that were used globally.
2003-01 - 2003-01
Implementation of standard HR and Shop Flor system to manage manufacturing staff working hours, payroll, personnel administration and collect data on production orders
2003-01 - 2003-01
Responsible for testing and quality control during the implementation of SAP R/3 in an affiliate with sales company with distribution and warehouse in the UK. The project implemented support for local and global processes including master data management of material masters that were used globally.
2001-01 - 2001-01
I was called in to rescue a project that had big problems such as huge budget overrun and shedulde delays of deliverables to the customer. The project used external programming factories in Ireland and India. After a thorough analysis of the commercial and technical situation I intiated identification of alternatives and completed the project by finding a standard software solution and delivering an implementation of this by the vendor.
2000-01 - 2001-01
As part of the outsourcing of SAP application management to EDS I was responsible for the transition project. This included building a new team of support staff developing and negotiating SLA and transition of services from the SAP program to IS operations.
2001-01 - 2001-01
As part of the outsourcing of IT operations and support to EDS I was responsible for the transition project. This included building a receiving infrastructure, intiation of services and establishing SLA and transition of employees
2000-01 - 2000-01
Project manager for a project to develop a Software as a Service product in a joint venture between EDS, HP and SAP
2000-01 - 2000-01
Responsible for establishing en SAP infrastructure for the outsourcing of operations to EDS. The work included building a robust infrastructure to cover 24/7 operations for factories in the Nordic contries and transition of operational services from the program in Sweden.
1998-01 - 1999-01
1999-01 - 1999-01
1999-01 - 1999-01
1999-01 - 1999-01
1997-01 - 1998-01
1996-01 - 1997-01
Project manager for the continued development of an FX trading system, tading on-line against the Copenhagen stock exchange. The system was an, at the time, advanced client-server solution using OS/2 from IBM as the platform.
1995-01 - 1996-01
1995-01 - 1996-01
Project manager on a project to develop a system for car dealers to offer finane of cars from the bank.
1994-01 - 1994-01
1993-01 - 1994-01
Technical project manager for a project to implement several standard banking systems the reposnibilities included establishing of infrastructure, gap analysis of functionality and implementation of functionality in the applications.
THEORETICAL BAGGRUND
Koulutus
2024-12 - 2024-12
2024-12 - 2024-12