Program Manager København, Danmark

Available ASAP

(Updated 2024-02-28)

Program Manager

København, Danmark

Native Danish, English, Intermediate Svenska, Norwegian, Beginner German

  • +15 years Executive Management and stakeholders experience
  • +15 years Program Management experience
  • Former Director from PWC and EY

Skills (50)

Programledelse

Line Management

CONTRACTS

program

Organisation Development

Stakeholder Management

Problem Management

Turn-around

INTEGRATION

PROJECT MANAGER

OFFSHORE

communication

Change Management

DUE DILIGENCE

PROGRAM MANAGER

Manager

AML

CONTINUOUS IMPROVEMENT

Strategy

BUSINESS CASE

Erfaren

Compliance

COACHING

Management Consulting

Risk Management

leder

Supply Chain Management

integrationsplaner

Politics

M&A

Target Operating Model

Executive Management

STEERING

Programme manager

Carve-out

Transformations

SUPPLY CHAIN

DIRECTOR

Projektleder

Persondata

GDPR

due dillegence

Pas-X

TRAINING

Technical Understanding

SAP

Salesforce

ERP

Datamapping

databehandleraftaler

Summary

Dedicated to the company

I am dedicated to the company KPIs and have strong results in strategy management and problem solving. It is my outmost interest to support management, implement new change or markets (see also my LinkedIn articles on how to succeed with transformations, turn-arounds, Cloud, make people grow, leading across countries through crisis, cost reductions, strategy, e.g.).

 

Driving complex organisations

Track record with successfully execution of top management plans on international level with political impact. From strategic business with complex division structure, digital transformations supervised by the FSA and the public press, interim CIO - Global Head for Maersk L&S and lately as Interim Program Director for Danfoss.

 

Creates structure, full overview and will deliver

With the knowledge of heading large business areas and make the decided strategy alive, I have the ability to bring structure and clear communication. To quickly create transparency and estimate impacts months ahead. These skills have contributed to the delivery of over 14 major transformations some with over 400 FTEs and €400 millions in budget.

 

Self-driven and work well in teams

In all my employments I have been promoted and several times awarded as “high performer”. Achieved through determination, ambitions, and collaboration with colleagues. Example: I was heading the largest Service initiative (SOA) in DK with political opinions and EU regulative requirements to IT implementations. A critical turn-around with impact for millions of users.

 

Extrovert and can negotiate on all levels

Work experience in Denmark, Sweden, Norway, Finland, Poland, Baltic's, Germany, Holland, France, UK, USA, China, India. Anywhere, I meet people openly and adapt to local systems, make people performers and still with capability to challenge Executive Management with suggestions for improvement and efficiency. Example: I have delivered a “must win battle” in several countries and continents with Country Managers working for own missions and different cultures and processes.

Professional Experience

Executive Advisor
Novo Nordisk

2023-03 - 2023-08

Novo Nordisk DD&IT Production required support from Merival Consulting to engage the interim role as Executive Advisor to the MES (Manufacturing Execution System) unit and the Head. MES are 198 FTEs and the application with PAS-X to steer all Novo Nordisk Production facilities worldwide to ensure efficiency and reduce waste e.g. in the production. Working closely with executive management, to ensure:

 

•Design and establish a MES structure and solution for collaboration, communication and services.

•Build Reporting universe and define benefits and OKRs

•Harmonize standards and ensure quality

•Operationalise and adjust/add to the Novo Nordisk Project Execution Model

•Communication strategy, plan and training

•Coaching the Head of MES and supporting 4 Deployment Leads, one Product Management Lead, System Operation Lead and a Product Support.

Program Director
Danfoss

2021-10 - 2022-04

Background

The client expressed a need to lead and execute the OneCRM Salesforce Program as one of the most important initiatives in the company. As Program Director for a global change and implementation of business-critical software, the challenge was to ensure:

 

Build and structure the Program, shorten lead time, connect with ERP system and SAP.

Create the Operational Model with vision, mission, value chain, role descriptions, communication, strategy and execution structure e.g.

Program to be accelerated and aligned with many parallel Danfoss initiatives.

Ensure right quality and to obtain an efficient and sustainable process.

Leading the Program 250 FTEs cross 50 countries and manage global stakeholders.

Report to the President, member of Danfoss Executive Committee.

 

Approach

Using the clients objectives, setting-up the CRM program, including PMO, as well as supporting system, data, processes and internal controls. This included to plan and start the implementation of modernizing of the Salesforce platform, addressing business issues and optimize work tasks. Create overview, identify objectives and get approvals. Make sure the business delivers the requirements that need to be aligned with market opportunities by a business case and operational model. To create the PMO for governance - standards, documentation, status meetings and reports, risk matrix, processes and prioritize Initiatives. Ensure transparency of Cross-Project dependencies and simplify Cross-Project budget planning and cost tracking.

 

Benefit to the client

In record time, organize and create structure, Operational Model (now used in other Danfoss initiatives) and establish corporation with stakeholders in Danfoss.

Identify and recruit Leaders, Project Managers and operational resources.

All 6 workstreams up and running and knowledge of all risk and dependencies.

Establish “one” system within 4 divisions and the future processes for Danfoss “on how to sell.”

Commitment from business achieved. Building bridge between business and IT development.

Improved Project Management skills, how to work in Programs and business to use Salesforce.

Global Head and CIO
A.P Møller Maersk

2019-11 - 2020-04

Background

Maersk Logistics and Services (L&S) required support from Merival Consulting to engage the interim role as CIO and Global Head for Customer Partner Implementation (CPI) with accountability and escalation point across the Supply Chain. Merival to improve and manage CPI from Haag in 6 months. Working closely with executive management, to ensure:

 

Leadership of all the regional customer IT teams: America, Asia, Europe and IMEA.

Design and establish a global CPI delivery methodology and lead the roll out .

Engagement with high profile customers, acting ambassador and global escalation point.

Establish a management framework to improve visibility, traceability and accountability.

Execute the regional CPI strategy and support pre-sales with customers.

Review contracts with new customers and working alongside procurement

Coaching the future Global Head for L&S. Define career plan

 

Approach

First, to create a full overview and ensure that CPI was aligned with the organizational strategy, task and owners. To identify gaps, conduct an organizational assessment and by the same time run and improve CPI. The next step was to evaluate the resources to accomplish the strategy and identify requirements and parameters for success and governance processes, tools and CPI leadership directions. To better clarify roles, expectations and education needs by using a framework to define the people around the CIO role, coach and create clear tasks for the Management Group, mapping the stakeholders and increase the corporation between Maersk departments who was affected by the CPI work. With the baseline, CPI could quickly track progress, make adjustments, and have historical information available when making difficult decisions. With everyone’s goals and expectations, the plan was actionable, measurable and quantifiable to be realized in 5 months.

 

Benefit to the client

Improve the successful delivery rate from 62,5% to 98,2%

Improve and turn-around the corporation with stakeholders in Maersk.

Establish the management framework to increase visibility with new processes, templates, management initiatives.

The future Global Head for L&S ready to take over the role as CIO for L&S with improved skill and mindset for executive management.

Director and Program Director
PwC

2016-10 - 2019-10

One of the Big 4 consulting firms. I lead major global tasks and advice top-tier clients within highly competitive markets. Resolve problems and coordinate activities from board members to staff. Track record of delivering lifecycle implementations.

 

Selected responsibilities:

Facilitating executive management

Driving the growth of revenue and profit margins

Part of R&C Management team

Compliance, AML and GDPR

Represent the organisation at events

Interpreting financial data and drawing conclusions

People management and make them grow

Program Manager
Nordea

2010-10 - 2016-09

Heading the largest Programs and must-win-battles (budgets up to €400 millions and 400 FTEs) with customer oriented services or global regulation issues. Developed new methods of tracking expenses, controlling the budgets and save money while still delivering excellent service.

 

Selected responsibilities:

Business and IT development

Planning strategic objectives with stakeholders

Creating governance, framework and compliance

Member of Steering Groups in sub-projects

Operating in multiple countries

Budgetary forecasting and recruitment (and make them grow)

Head and Program Manager
Ementor (former Ernst & Young IT)

2007-12 - 2010-09

Consulting firm. Line and Programme Manager for the largest SOA in DK to the Ministry of Agriculture. Created policies and objectives and to increase productivity and maximised return on investments.


Selected responsibilities:

Head of PMO

Budgetary forecasting

Handling political issues and Stakeholder Management

Off-shore Management and full overview of the portfolio

Facilitating executive management

Leading other public IT implementations

Head of Project Department
Responsfabrikken

2007-01 - 2007-11

Web, social media and telco solutions. Line Manager for Project Managers and business developers. Work with department heads to delegate responsibilities and ensure the company was running efficient.


Selected responsibilities:

Handling risk, quality, customer service and delivery

Strategy, pricing, governance

Reducing production cost by 20% in one year

Recruitment responsible and human performance issues

Implement internal operations systems

Member of the Management team and reporting to the CEO.

Senior Consultant
eVisions Group

2005-12 - 2006-12

Consulting firm. Organise EU Program. Implement plans to provide services and products. Controlled and financed by EU.

Business Development Manager
Web-W

2000-10 - 2005-11

Consulting firm with Cloud and IT development. Working to identify new business opportunities, new markets and sales.

Management Consultant
MPU

1998-11 - 2000-09

Consulting firm with strategic software to enterprises. Sales and support to the CEO/founder, strategy, market analyses

Project Developer
Compaq Computer

1997-10 - 1998-10

fter University. Working in the DK Headquarter for the largest PC manufacturer. Management support, sales database and contracts.

Academic Background

Cand. Oecon
Aarhus University

2024-03 - 2024-03

Certifications

Change Manager

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