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(Updated 2023-09-29)Agile Transformation Consultant
København, Denmark
Native Danish, English, Beginner Icelandic
- Stakeholder Management
- Business Process Management
- Agile Project Management
Skills (30)
Project Management
BUSINESS CONSULTANT
PROCESS DEVELOPMENT
BUSINESS PROCESS ANALYSIS
BUSINESS PROCESS MANAGEMENT
Change Management
PROJECT PLANNING
Agile
BUSINESS CASE
COACHING
agile methodology
PRINCE2
PROCESS AUTOMATION
Agile Methodologies
PMO
Scrum
Portfolio Management
ROBOTICS
TRAVEL INDUSTRY
BUSINESS DEVELOPMENT
BUSINESS PLANS
BEST PRACTICES
LOGISTICS
RESTRUCTURING
ROI
BUDGET
ACCOUNTING
PRODUCT DEVELOPMENT
OFFSHORE
MAINTENANCE
Summary
Bjarke has many years of experience as a consultant within agile ways of working, project management and process management. He also has experience from various leadership roles in private companies within transport & logistics as well as the financial industry.
These diverse experiences has developed Bjarkes competences in stakeholder management, change management, project delivery, process optimization, and team leadership.
Bjarke has consistently demonstrated his ability to drive results, deliver value to his clients, and lead cross-functional teams in complex and dynamic environments.
Professional Experience
Senior Consultant
Agile Solutions
2023-01 - Present
People manager
DSV A/S
2022-01 - 2023-01
My role was to build and manage DSVs Agile Centre of Excellence (CoE) and the continuous development of the Project Management Office. The Agile CoE's purpose is to adopt agile ways of working in product deliveries. DSV are used to run projects as waterfall projects, so this is a huge change exercise.
A large part of my work was stakeholder management and change management. I need to ensure that stakeholders on all levels are advised about best approach.
My contribution: Part of Project Management Office (PMO) Leadership team, with responsibility to develop and improve ways of working in the organisation Set direction for how DSV can benefit from Agile ways of working Actively part of improving processes for how delivery of Projects in DSV is done Accountable for execution of "Pilot" Agile Release Trains Accountable for development of an Agile framework to be used for delivery of digital products incl. Process descriptions, RACI model and role definition for delivering digital products Maturing organization to agile approach Establishing external training for organisation Advising management about adopting agile methodologies People manager for Agile Coaches Hiring and onboarding of Project Managers and Agile Coaches
A large part of my work was stakeholder management and change management. I need to ensure that stakeholders on all levels are advised about best approach.
My contribution: Part of Project Management Office (PMO) Leadership team, with responsibility to develop and improve ways of working in the organisation Set direction for how DSV can benefit from Agile ways of working Actively part of improving processes for how delivery of Projects in DSV is done Accountable for execution of "Pilot" Agile Release Trains Accountable for development of an Agile framework to be used for delivery of digital products incl. Process descriptions, RACI model and role definition for delivering digital products Maturing organization to agile approach Establishing external training for organisation Advising management about adopting agile methodologies People manager for Agile Coaches Hiring and onboarding of Project Managers and Agile Coaches
business development
Sopra Steria
2021-01 - 2022-01
Internally I was part of a Business Development group with the purpose of defining and executing on our strategy to be the leader within digitalization services in Denmark.
Towards external customers I was responsible for driving transformation projects - primarily planning changes connected with digitalization of business processes.
My contribution: Advising customers on their Digital Transformation journey Exploring and defining Digital Service offerings for Sopra Steria consulting department Drive digital transformation projects at customers Responsible for implementing Project Management best practices internally Actively contributing to developing Process Digitalization knowledge within Sopra Steria consulting group Growing our Robotics, Process Mining and Machine Learning competences in Sopra Steria People Leader for group of consultants Engaging with partners, ie. UiPath and Signavio Involved in sale and marketing activities
Towards external customers I was responsible for driving transformation projects - primarily planning changes connected with digitalization of business processes.
My contribution: Advising customers on their Digital Transformation journey Exploring and defining Digital Service offerings for Sopra Steria consulting department Drive digital transformation projects at customers Responsible for implementing Project Management best practices internally Actively contributing to developing Process Digitalization knowledge within Sopra Steria consulting group Growing our Robotics, Process Mining and Machine Learning competences in Sopra Steria People Leader for group of consultants Engaging with partners, ie. UiPath and Signavio Involved in sale and marketing activities
Direktør
Outside Travel
2018-01 - 2021-01
Start up and daily operation of own business in the travel industry.
My role was basically everything related to starting up a company such as creating business plans, designing products and services, sale and marketing activities and consulting customers. It has been a good challenge to create something from idea to launch.
Sparring with Process Owner
Danske Bank A/S
2015-01 - 2018-01
I was part of Group Process Development, an internal consulting unit with app. 250 consultants with core focus on operational efficiency. My role was to drive digitalization projects with the purpose to automate the banks Customer Journeys / key processes.
Further I had a key role in developing the department to ensure constant development within automation and digitalization of processes in the bank. Part of this was to drive Agile cross-functional project teams and to ensure benefits were realized in the organisation.
My contribution: development of process methodology Run agile ceremonies like Sprint, Standup and Retrospective Developing and communication of targets, roadmaps and plans Playback / stakeholder presentations planning and execution Sparring with Process Owner on changes As acting Product Owner to ensure value to the banks customers through design thinking Accountable for multiple projects in Financing area Collaboration with IT project team Coaching of team members to build good user stories and acceptance criteria Actively working with Project risks
Further I had a key role in developing the department to ensure constant development within automation and digitalization of processes in the bank. Part of this was to drive Agile cross-functional project teams and to ensure benefits were realized in the organisation.
My contribution: development of process methodology Run agile ceremonies like Sprint, Standup and Retrospective Developing and communication of targets, roadmaps and plans Playback / stakeholder presentations planning and execution Sparring with Process Owner on changes As acting Product Owner to ensure value to the banks customers through design thinking Accountable for multiple projects in Financing area Collaboration with IT project team Coaching of team members to build good user stories and acceptance criteria Actively working with Project risks
Consultant
Maersk Line IT
2012-01 - 2015-01
Driving Global digitalization projects from Business idea to project closure and hand over.
Working with Business Process Management projects in Maersk Lines Commercial vertical in close collaboration with Business stakeholders.
I had several digitalization projects from initiation to adaption, where I acted as Consultant. The last year I took over a large digitalization project, designing an innovative solution for our customers.
I was part of the management group with responsibility for developing and supporting Global Sale and Service organisation. People manager for 4 employees in Maersk Line IT. I was responsible for several different projects throughout this period.
My contribution: Initial restructuring of project and establishing clear milestones when I took over Accountable for the IT deliverables of "High ROI" project Ensuring value to our customers as Product Owner Stakeholder management within Maersk Line IT, Maersk Group Infrastructure Services and Business Process Owner organisation in India Leading the project through Pilot phase and staged Roll Out phase Responsible for Vendor development team of 18 members and a team of 4 internals Management of both onshore (Copenhagen) and offshore (India) resources Vendor Management - engaging with global vendors to ensure delivery of features Handover of project from project team to Support & Maintenance organisation internally in Maersk Group and to external vendor IBM.
People Manager for 4 specialists
Working with Business Process Management projects in Maersk Lines Commercial vertical in close collaboration with Business stakeholders.
I had several digitalization projects from initiation to adaption, where I acted as Consultant. The last year I took over a large digitalization project, designing an innovative solution for our customers.
I was part of the management group with responsibility for developing and supporting Global Sale and Service organisation. People manager for 4 employees in Maersk Line IT. I was responsible for several different projects throughout this period.
My contribution: Initial restructuring of project and establishing clear milestones when I took over Accountable for the IT deliverables of "High ROI" project Ensuring value to our customers as Product Owner Stakeholder management within Maersk Line IT, Maersk Group Infrastructure Services and Business Process Owner organisation in India Leading the project through Pilot phase and staged Roll Out phase Responsible for Vendor development team of 18 members and a team of 4 internals Management of both onshore (Copenhagen) and offshore (India) resources Vendor Management - engaging with global vendors to ensure delivery of features Handover of project from project team to Support & Maintenance organisation internally in Maersk Group and to external vendor IBM.
People Manager for 4 specialists
Management Consultant
Capgemini
2010-01 - 2012-01
within the area of Process- and Project Management. Highly involved in developing and establishing a new Consultant unit in Denmark.
Several consultant projects within Telco industry at TeliaSonera and Telenor.
Telenor, Increasing customer experience: My contribution: Completed business case to take the project from initiation phase to execution Ensure progress for team of 5 in different parts of the organisation.
Project planning (scope, resources, budget) Responsible for project deliverables and achieving objectives Cost / benefit analysis Requirement specification Facilitation of workshop, operating committee meetings etc.
TeliaSonera, Process development: My contribution: Design of all financial processes in a new subsidiary together with representatives from Telias business organization Facilitating workshops (50+) to identify standard processes Defined high level requirements in order to support processes with IT Stakeholder management with key stakeholders in Telia organisation
Several consultant projects within Telco industry at TeliaSonera and Telenor.
Telenor, Increasing customer experience: My contribution: Completed business case to take the project from initiation phase to execution Ensure progress for team of 5 in different parts of the organisation.
Project planning (scope, resources, budget) Responsible for project deliverables and achieving objectives Cost / benefit analysis Requirement specification Facilitation of workshop, operating committee meetings etc.
TeliaSonera, Process development: My contribution: Design of all financial processes in a new subsidiary together with representatives from Telias business organization Facilitating workshops (50+) to identify standard processes Defined high level requirements in order to support processes with IT Stakeholder management with key stakeholders in Telia organisation
Program Stream Lead
Telia
2005-01 - 2010-01
Omada A/S Management Consultant driving projects that improves business and IT processes. My role was typical Project Manager or Process Consultant / Business Analyst - always working in the area between the business and IT.
Further I was responsible for implementing their SaaS solution to multiple customers. The product was maturing in these years so a lot of product development was done based on my inputs from customer implementations.
Further I was responsible for implementing their SaaS solution to multiple customers. The product was maturing in these years so a lot of product development was done based on my inputs from customer implementations.
Academic Background
Graduate Diploma in Business Administration
Copenhagen Business School
2005-08 - 2009-06
Certifications
Certified SAFe 6.0 Agilist
Certified SAFe 6.0 Practitioner
PRINCE2 Practitioner Certified