Might be available
(Updated 2020-09-18)Erfaren IT projektleder + change manager
Jyllinge, Danmark
Native English, Intermediate German, Beginner French
- 15+ års erfaring med Change Management
- 8+ års erfaring med Agil Projektledelse
- 15+ års erfaring med IT projektledelse
Skills (31)
PROGRAM MANAGER
COACHING
Stakeholder Management
OPTIMIZATION
MICROSOFT WORD
Personaleledelse
OPERATIONS
PROJECT MANAGER
MICROSOFT OFFICE
RECRUITING
Change Management
MICROSOFT OUTLOOK
BUDGET
LOGISTICS
STEERING
Agil Projektledelse
TEST PLANNING
Excel
HEALTHCARE
EQUIPMENT MAINTENANCE
RETAIL
SALES REPRESENTATIVE
TEAMSITE
SALES CONSULTANT
FRONT END
EMR
RETAIL BANKING
PHOTOSHOP
PATENT
CMS
RETAIL MARKETING
Professional Experience
Senior project & Product
A.P. Møller Mærsk A/S
2015-07 - 2020-01
*Transport and Portfolio Manager. Over all responsible for a wide range of business Logistics
critical- and other IT systems and products. Roadmap planning and *Portfolio mgmt
execution, planning and executing of system enhancements and *Agile Program
maintenance. Value maps creation. Projects escalation point. Recruiting mgmt.
and personnel maintenance. Closely involved in key strategic projects and *Agile Project
programs, e.g.: mgmt.
*RCM (Remote Container Management) - Track&Trace and monitoring + *People mgmt.
remote controlling temperatures in refrigerated containers. *Change mgmt
*Cpt Peter - Intelligent front end to RCM. *Beacon - RCM for dry *Change planning
containers. *BoxView - One-stop shop for all container related analysis, *Change
data and info. execution
*New Inland Transport Management Systems, Track&Trace, and *Stakeholder
optimizers (SAP, FreightGate, Spotlanes, Paris, Avantida, Matchback, mgmt Draywatch, REZ1, Quintic). *Budget planning
*Dynamic Asset mgmt. - Used container online sales.
*Coaching
*Equipment Maintenance & Repair (EMR) mobile apps - Mobile apps
*Disaster
supporting inspectors in the field.
recovery
*Also: continuous improvements on old legacy systems.
*Infrastructure
Key results: First ever Track&Trace product towards customers for both
prioritization
refrigerated and dry containers. First time ever possibility for customers to track, monitor and control temperature in own cargo in refrigerated *Test planning
containers; setting new industry standards and bringing A.P.Møller-Mærsk
A/S ahead in product offerings versus competitors. Increased customer
satisfaction, increased sales volumes, smoother operations execution.
Digital mobile app used in the field by equipment inspectors; easier
reporting and automated registration, based on algorithms predicting
equipment malfunctions.
Handle a development budget of approx. 17 mill USD per year.
critical- and other IT systems and products. Roadmap planning and *Portfolio mgmt
execution, planning and executing of system enhancements and *Agile Program
maintenance. Value maps creation. Projects escalation point. Recruiting mgmt.
and personnel maintenance. Closely involved in key strategic projects and *Agile Project
programs, e.g.: mgmt.
*RCM (Remote Container Management) - Track&Trace and monitoring + *People mgmt.
remote controlling temperatures in refrigerated containers. *Change mgmt
*Cpt Peter - Intelligent front end to RCM. *Beacon - RCM for dry *Change planning
containers. *BoxView - One-stop shop for all container related analysis, *Change
data and info. execution
*New Inland Transport Management Systems, Track&Trace, and *Stakeholder
optimizers (SAP, FreightGate, Spotlanes, Paris, Avantida, Matchback, mgmt Draywatch, REZ1, Quintic). *Budget planning
*Dynamic Asset mgmt. - Used container online sales.
*Coaching
*Equipment Maintenance & Repair (EMR) mobile apps - Mobile apps
*Disaster
supporting inspectors in the field.
recovery
*Also: continuous improvements on old legacy systems.
*Infrastructure
Key results: First ever Track&Trace product towards customers for both
prioritization
refrigerated and dry containers. First time ever possibility for customers to track, monitor and control temperature in own cargo in refrigerated *Test planning
containers; setting new industry standards and bringing A.P.Møller-Mærsk
A/S ahead in product offerings versus competitors. Increased customer
satisfaction, increased sales volumes, smoother operations execution.
Digital mobile app used in the field by equipment inspectors; easier
reporting and automated registration, based on algorithms predicting
equipment malfunctions.
Handle a development budget of approx. 17 mill USD per year.
Manager / Program Manager for ROCK/DDFO
A.P. Møller Mærsk A
2015-07 - 2018-11
"Artificial Intelligence" to forecast and optimize flow of empty containers world-wide.. Development
set-up was Agile, with colleagues in 3 locations. 5 direct reportees.
Key results: First time ever world-wide optimization of empty container
flow. Developed in an Agile set-up. First Agile program in A.P.Møller-
Mærsk A/S. Recruited and set up Agile development team in Algeciras/Spain. Steering committee (top management) expectation
alignment. Financial results after implementation in 2018: Cost savings
>150 mill USD Y/Y on moving empty containers world-wide. Accumulated
project costs: Approx. 6 mill USD.
set-up was Agile, with colleagues in 3 locations. 5 direct reportees.
Key results: First time ever world-wide optimization of empty container
flow. Developed in an Agile set-up. First Agile program in A.P.Møller-
Mærsk A/S. Recruited and set up Agile development team in Algeciras/Spain. Steering committee (top management) expectation
alignment. Financial results after implementation in 2018: Cost savings
>150 mill USD Y/Y on moving empty containers world-wide. Accumulated
project costs: Approx. 6 mill USD.
A.P. Møller Mærsk A/S. Right after the Cyberattack in June
2018-06 - 2018-09
2018, where all A.P.Møller-Mærsk A/S's IT world-wide
was shut down, I was asked to spearhead the recovery efforts for all IT,
coordinating sequence and testing, out of Copenhagen, working close
together with colleagues in Maidenhead/UK and India. We managed to get
Fjordager 29
4040 Jyllinge
Tlf. +45 20 26 71 39
tf@tf-innovation.dk
Maersk IT infrastructure up and running again in record time, and I am
honored to have been part of that endeavor.
Key results: We managed to get all A.P.Møller-Mærsk A/S's IT world-wide
up and running again in record time.
was shut down, I was asked to spearhead the recovery efforts for all IT,
coordinating sequence and testing, out of Copenhagen, working close
together with colleagues in Maidenhead/UK and India. We managed to get
Fjordager 29
4040 Jyllinge
Tlf. +45 20 26 71 39
tf@tf-innovation.dk
Maersk IT infrastructure up and running again in record time, and I am
honored to have been part of that endeavor.
Key results: We managed to get all A.P.Møller-Mærsk A/S's IT world-wide
up and running again in record time.
45 People mgmt
BEC A/S. Department
2014-09 - 2015-06
managers, hiring of new employees and consultants. Competence
*Competence
mapping, strategy and implementation. 45+ direct reportees.
mapping
Key results: Managed to map competences for all employees in own
*Contract
department, easing the project allocations significantly. Negotiated
negotiations
consultants hiring fees down approx. 20% in total across departments.
*Company
Participated in company strategy analysis, re-focus and implementation.
strategy
Improved employee satisfaction (5-8% average)
formulation
*Competence
mapping, strategy and implementation. 45+ direct reportees.
mapping
Key results: Managed to map competences for all employees in own
*Contract
department, easing the project allocations significantly. Negotiated
negotiations
consultants hiring fees down approx. 20% in total across departments.
*Company
Participated in company strategy analysis, re-focus and implementation.
strategy
Improved employee satisfaction (5-8% average)
formulation
Nordic Senior Project manager
Nordea A/S
2010-02 - 2014-08
"Internal consultant". *Financial sector *Retail banking
Cross nations (8 countries) project management of larger strategic
*Internal
business projects within retail banking, e.g. "New Customer Acquisition",
Consultant
giving front-line personnel the ability to quickly onboard new customers.
*Project mgmt.
"Automated loans", giving loans up to a maximum of DKK 100.000,- on an
*5 People mgmt.
automated algorithm based calculation. 5 direct reportees.
Key results: Implemented the first ever "customer onboarding" system in Nordea, which was rolled out to approx., 11.000 customer agents across
Nordic countries, significantly easing the work procedures, time spent in different systems etc. Improved customer satisfaction, improved employee
satisfaction. Implemented first ever automated credit assessment and loan
giving system in Nordea, taking a huge burden off customer agents,
automating certain loans under the limit of dkk. 100.000,-
Cross nations (8 countries) project management of larger strategic
*Internal
business projects within retail banking, e.g. "New Customer Acquisition",
Consultant
giving front-line personnel the ability to quickly onboard new customers.
*Project mgmt.
"Automated loans", giving loans up to a maximum of DKK 100.000,- on an
*5 People mgmt.
automated algorithm based calculation. 5 direct reportees.
Key results: Implemented the first ever "customer onboarding" system in Nordea, which was rolled out to approx., 11.000 customer agents across
Nordic countries, significantly easing the work procedures, time spent in different systems etc. Improved customer satisfaction, improved employee
satisfaction. Implemented first ever automated credit assessment and loan
giving system in Nordea, taking a huge burden off customer agents,
automating certain loans under the limit of dkk. 100.000,-
Project mgmt
NETS A/S. Department
2006-10 - 2010-01
manager in IT development center. 40+ direct *Financial sector *Payments
reportees, project and program managers, IT-developers and analysts.
*Project mgmt.
Project management, strategy- and process optimization, management
*Change mgmt..
and competence development, coaching project managers, recruiting and
*40 People mgmt.
dismissals, management of cross organizational projects.
*HR IT-system
Key results: Key player in implementing brand new company-wide HR
*HR procedures
system, and supporting processes. Became an often-used sparring partner
*Coaching
/coach for project managers and other IT colleagues, also from other
departments. Managed successfully the SEPA (Single European Payment Area)-project; streamlining payment processes towards banks and financial sector). Also: Played a key role in setting up off-shore
development center in Mumbai.
reportees, project and program managers, IT-developers and analysts.
*Project mgmt.
Project management, strategy- and process optimization, management
*Change mgmt..
and competence development, coaching project managers, recruiting and
*40 People mgmt.
dismissals, management of cross organizational projects.
*HR IT-system
Key results: Key player in implementing brand new company-wide HR
*HR procedures
system, and supporting processes. Became an often-used sparring partner
*Coaching
/coach for project managers and other IT colleagues, also from other
departments. Managed successfully the SEPA (Single European Payment Area)-project; streamlining payment processes towards banks and financial sector). Also: Played a key role in setting up off-shore
development center in Mumbai.
S. International Senior Project Manager in Strategic
H. Lundbeck A
2002-03 - 2006-09
*Pharmaceuticals *Int. marketing
Marketing.
Fjordager 29
4040 Jyllinge
Tlf. +45 20 26 71 39
tf@tf-innovation.dk
Project responsible for all e-marketing projects in Strategic Marketing *Agile project
worldwide, most run agile, including finding or developing and mgmt.
implementing IT- solutions for HQ and subsidiaries, and marketing of these *Change mgmt..
internally and externally. 5 direct reportees. *5 People mgmt.
Key results: Development and maintenance of product websites:
Ebixa.com, Cipralex.com, Cipramil.com, Serdolect.com. Development and maintenance of patient-, healthcare professional-, and family/relative
communities: CNSforum.com, Ican.com. Development and roll-out of localized versions of all of these sites in 30+ countries, giving H.Lundbeck
A/S a very contemporary and, at the time, modern footprint on the internet, leading to increased sales of pharma products, increased
healthcare professional involvement, increased patient- and relatives
involvement and support, leading to better adherence to using the pharmaceuticals, increased sales and better customer satisfaction.
Marketing.
Fjordager 29
4040 Jyllinge
Tlf. +45 20 26 71 39
tf@tf-innovation.dk
Project responsible for all e-marketing projects in Strategic Marketing *Agile project
worldwide, most run agile, including finding or developing and mgmt.
implementing IT- solutions for HQ and subsidiaries, and marketing of these *Change mgmt..
internally and externally. 5 direct reportees. *5 People mgmt.
Key results: Development and maintenance of product websites:
Ebixa.com, Cipralex.com, Cipramil.com, Serdolect.com. Development and maintenance of patient-, healthcare professional-, and family/relative
communities: CNSforum.com, Ican.com. Development and roll-out of localized versions of all of these sites in 30+ countries, giving H.Lundbeck
A/S a very contemporary and, at the time, modern footprint on the internet, leading to increased sales of pharma products, increased
healthcare professional involvement, increased patient- and relatives
involvement and support, leading to better adherence to using the pharmaceuticals, increased sales and better customer satisfaction.
Founder/CEO
TF-Innovation ApS
1998-12 - 2002-02
Invented a sealable gift box, *Consumer goods *Project mgmt.
patented the idea and decided to give it a chance.
*Sales
Key results: Managed to set-up production in DK, and negotiated
*Marketing
production unit costs. Got an international patent of the idea. Managed to
*Vendor
implement the concept and sell boxes to stores all over DK (Fredgaard,
negotiations
FONA, Kvickly, Merlin, Electronic World, Electric City ). Negotiated sales
*Customer
prices with all customers. Had an exclusive appearance in TV3-News,
negotiations
explaining and demonstrating the idea.
*Patent writing
patented the idea and decided to give it a chance.
*Sales
Key results: Managed to set-up production in DK, and negotiated
*Marketing
production unit costs. Got an international patent of the idea. Managed to
*Vendor
implement the concept and sell boxes to stores all over DK (Fredgaard,
negotiations
FONA, Kvickly, Merlin, Electronic World, Electric City ). Negotiated sales
*Customer
prices with all customers. Had an exclusive appearance in TV3-News,
negotiations
explaining and demonstrating the idea.
*Patent writing
Sales consultant in sales
Express Fulfilment Services A/S
1997-12 - 1998-11
*Project mgmt.
Key results: Managed to onboard big customers like: Microsoft, IBM,
*Change mgmt
General Motors, Stora Fina Paper, Tele2, TDC. Project managed
successfully Direct Marketing/Dialogue Marketing campaigns for my
customers, increasing their revenues through increased sales.
Key results: Managed to onboard big customers like: Microsoft, IBM,
*Change mgmt
General Motors, Stora Fina Paper, Tele2, TDC. Project managed
successfully Direct Marketing/Dialogue Marketing campaigns for my
customers, increasing their revenues through increased sales.
Tech Industry
IBM A/S
1995-01 - 1997-11
*Software dev.
manager. Responsible for planning, developing and implementing the:
*Project mgmt.
"Software Lead Management"-system in Europe, Middle East and Africa.
*Change mgmt..
New and automated way of qualifying software customers, saving millions
*Logistics
on sales representatives' customer meetings.
Analysis
Key results: Successfully implemented the Software Lead Management
*Mgmt Reporting
system in EMEA, leading to significant improvement in sorting "good customers" from "bad customers". Before implementation IBM A/S would
send a sales representative to all business leads stating "interest" in a
software product. After implementation, before sending a salesrep., the customer would be screened with respect to e.g. "Budget responsible?",
"Geographical location", "Customer sw competencies", "customer company size" etc. and the right customer lead would be sent to the right
IBM business partner via fax or email.
Fjordager 29
4040 Jyllinge
Tlf. +45 20 26 71 39
tf@tf-innovation.dk
manager. Responsible for planning, developing and implementing the:
*Project mgmt.
"Software Lead Management"-system in Europe, Middle East and Africa.
*Change mgmt..
New and automated way of qualifying software customers, saving millions
*Logistics
on sales representatives' customer meetings.
Analysis
Key results: Successfully implemented the Software Lead Management
*Mgmt Reporting
system in EMEA, leading to significant improvement in sorting "good customers" from "bad customers". Before implementation IBM A/S would
send a sales representative to all business leads stating "interest" in a
software product. After implementation, before sending a salesrep., the customer would be screened with respect to e.g. "Budget responsible?",
"Geographical location", "Customer sw competencies", "customer company size" etc. and the right customer lead would be sent to the right
IBM business partner via fax or email.
Fjordager 29
4040 Jyllinge
Tlf. +45 20 26 71 39
tf@tf-innovation.dk
Analysis responsible and Nordic project manager
IBM A/S
1995-01 - 1995-12
Installation
time reduction project. Projects was staffed with Nordic nationalities.
Key results: Made monthly and ad hoc reports to top management. By
playing around a bit with the queries and the numbers, I discovered some
problems e.g. with installation times, which I then later was offered to do
something about, as Nordic Project Manager. We managed to decrease
equipment at customer site - not installed, from average of 49 days to 8
days.
time reduction project. Projects was staffed with Nordic nationalities.
Key results: Made monthly and ad hoc reports to top management. By
playing around a bit with the queries and the numbers, I discovered some
problems e.g. with installation times, which I then later was offered to do
something about, as Nordic Project Manager. We managed to decrease
equipment at customer site - not installed, from average of 49 days to 8
days.
Academic Background
M.Sc.
Copenhagen Business School
2020-09 - 1995-01
BA Bachelor in Economics
Handelshøjskole Syd
2020-09 - 1993-01
Certifications
PMP
Project Management Professional
A.P.Møller-Mærsk A/S Management Diploma Education
PRINCE 2 - Project Management (ID10629665)
2006-2008 Business Psychology EPU-education through Probana
2006-2007 NETS A/S management education: VIPS
arbejdsmiljø) -including courses in SLII management, Coaching, Stress
handling etc
2002-2005 H.Lundbeck A/S Marketing Diploma course - H. Lundbeck A/S
2002-2003 Project management 1 and 2 - Dieu A/S
1998-1998 Sales 1, 2 and 3 - Frank Johansen A/S
1995-1997 IBM A/S Project Management Diploma education - IBM A/S
Curriculum Vitae Torsten S. Frederiksen
Fjordager 29
4040 Jyllinge
Tlf