Might be available
(Updated 2023-04-04)Projektleder
Herning, Danmark
Native Danish, English, Beginner German
- Product manager
- Program- & Projektledelse (traditionel og agil)
- Change management
Skills (24)
MICROSOFT OFFICE
BUSINESS CASES
Excel
PRINCE2
TEAM PLAYER
Project Management
PRODUCT LIFECYCLE MANAGEMENT
Agile
PROGRAM MANAGEMENT
COACHING
TIME MANAGEMENT
BUSINESS DEVELOPMENT
Scrum
FINANCIAL PROJECT MANAGEMENT
Change Management
GOVERNANCE
PRODUCT LIFECYCLE
BUDGET
BILL OF MATERIAL
RELATIONSHIP MARKETING
DOCUMENTATION
MANUFACTURING PROCESS
Marketing
TURBINES
Summary
Passionate, ambitious and intelligent leader with more that 10 years of
experience in project management, business & strategy development.
Excel in the ability to quickly embrace and solve complex problems.
Very strong in project and program management
Can-do and growth mindset combined with a logic and systematic approach.
Emergent leader with strong business understanding and great ability to
empathize.
Great at building new relationships and overall stakeholder management.
Professional Experience
Program Manager
Siemens Gamesa
2021-11 - Present
Program manager for core strategic program in SGRE; merging two legacy PLM systems while improving and enabling new functionalities.
Manage program from IT side to ensure delivery in quality, time and budget.
Manage and resolve any impediments together with team Manage escalations and communication Setting structure, roles, responsibilities and approach for the program Ensure clear direction and alignment with SteerCo and other key stakeholders Plan and ensure timely start of new initiatives together with internal team and external vendors Workstreams: BOM workstream (Bill of material) ECM workstream (Engineer Change Management) Documentation workstream Supplier collaboration workstream ActiveWorkSpace workstream Product config. workstream Program yearly budget: ~4m€ Program Execution-method was tailored, by me, as a hybrid between agile (SAFe) and waterfall (PM@SGRE Method), leveraging the program to transition into more agile ways of working in both IT and business.
This included changing the overall focus from delivering IT solutions in the system to focus on value-creation by ensuring right definition and later adoption of the solutions in business - building solutions where data, people and systems work in harmony for better results.
Manage program from IT side to ensure delivery in quality, time and budget.
Manage and resolve any impediments together with team Manage escalations and communication Setting structure, roles, responsibilities and approach for the program Ensure clear direction and alignment with SteerCo and other key stakeholders Plan and ensure timely start of new initiatives together with internal team and external vendors Workstreams: BOM workstream (Bill of material) ECM workstream (Engineer Change Management) Documentation workstream Supplier collaboration workstream ActiveWorkSpace workstream Product config. workstream Program yearly budget: ~4m€ Program Execution-method was tailored, by me, as a hybrid between agile (SAFe) and waterfall (PM@SGRE Method), leveraging the program to transition into more agile ways of working in both IT and business.
This included changing the overall focus from delivering IT solutions in the system to focus on value-creation by ensuring right definition and later adoption of the solutions in business - building solutions where data, people and systems work in harmony for better results.
IT PLM Portfolio manager
Siemens Gamesa
2020-01 - 2021-10
Development and governance of PLM (Product lifecycle management) portfolio.
Governance and resource management in PLM portfolio. (Solution architects, developers, subject matter experts) Coaching of lead solution architects and project managers on execution of project and demand delivery.
Demand management Heading task-force to improve overall performance of IT systems Heading task-force to analyze and evaluate uncontrolled increasing in data-storage
Governance and resource management in PLM portfolio. (Solution architects, developers, subject matter experts) Coaching of lead solution architects and project managers on execution of project and demand delivery.
Demand management Heading task-force to improve overall performance of IT systems Heading task-force to analyze and evaluate uncontrolled increasing in data-storage
IT Service Manager
Siemens Gamesa
2019-09 - 2020-12
Management and monitoring of Service Level Agreements between business and external partners.
Reporting and escalations on critical topics Conceptualization, negotiation and implemention of new application management support agreement with external partners (System base team and operational team).
Assistance in external resource management in PLM portfolio.
(Solution architects, developers, subject matter experts)
Reporting and escalations on critical topics Conceptualization, negotiation and implemention of new application management support agreement with external partners (System base team and operational team).
Assistance in external resource management in PLM portfolio.
(Solution architects, developers, subject matter experts)
Program manager at kaastrup
2017-01 - 2019-01
Program manager for broad digitization program across several business areas and units at Vestas.
Manage all aspects of program management, including the overall budget/resources, timelines and scopes Set direction for project teams in alignment with SteerCo Manage reporting, escalations, communication, agreements and commercial aspects Leading and coaching 8 technical leads (light PM's) to ensure they could focus on delivery and progress in their respective projects/workstreams The program included development of new business cases, running proof-of-concepts, initiation, execution and implementation of new projects. This was all done in close alignment with stakeholders and top management, the program budget was ~2mil€.
Selction of the key projects: Initiation of new project to implement augmented reality in manufacturing and service PowerBI self service roll-out Machine Learning proof-of-concept Digitization of technical product information Development and implementation of new VestasDoc mobile application Development and implementation of new supplier collaboration solution Moving full Engineer Change Management process from Vestas home build solution into OOTB PLM tool-suite Delivered through stage-gate approach (PRINCE II) combined with agile execution and delivery.
Manage all aspects of program management, including the overall budget/resources, timelines and scopes Set direction for project teams in alignment with SteerCo Manage reporting, escalations, communication, agreements and commercial aspects Leading and coaching 8 technical leads (light PM's) to ensure they could focus on delivery and progress in their respective projects/workstreams The program included development of new business cases, running proof-of-concepts, initiation, execution and implementation of new projects. This was all done in close alignment with stakeholders and top management, the program budget was ~2mil€.
Selction of the key projects: Initiation of new project to implement augmented reality in manufacturing and service PowerBI self service roll-out Machine Learning proof-of-concept Digitization of technical product information Development and implementation of new VestasDoc mobile application Development and implementation of new supplier collaboration solution Moving full Engineer Change Management process from Vestas home build solution into OOTB PLM tool-suite Delivered through stage-gate approach (PRINCE II) combined with agile execution and delivery.
Project manager at kaastrup
2016-01 - 2017-01
Initiation and execution of business improvement projects at Vestas.
Development and implementation of new manufacturing process planning tool which reduced time-to-market of new turbines by 3 month and an yearly cost reduction of ~700.000€.
Success key factors in the project was effective project management with focus on thoroughgoing change management activities, clear communication and firm, structured and well documented project execution.
Delivered through stage-gate approach (PRINCE II - Vestas Way to Market)
Development and implementation of new manufacturing process planning tool which reduced time-to-market of new turbines by 3 month and an yearly cost reduction of ~700.000€.
Success key factors in the project was effective project management with focus on thoroughgoing change management activities, clear communication and firm, structured and well documented project execution.
Delivered through stage-gate approach (PRINCE II - Vestas Way to Market)
Founder and director
Poker Tours
2010-01 - 2016-01
Establishment of niche travel-and event agency. I was in charge of the overall management of the company, decision making, administration and finance, communication and marketing, partner deals and collaboration, business and concept development.
Established and managed +30 event locations in Denmark Established Denmark's biggest live poker tournament series (Danish Amateur Poker Tour) Strategic partner through several years with Danske Spil and 888poker among other Sold products and services to more than 6.000 unique customers Lead and managed 6 employees and several sales-agents (number varied)
Established and managed +30 event locations in Denmark Established Denmark's biggest live poker tournament series (Danish Amateur Poker Tour) Strategic partner through several years with Danske Spil and 888poker among other Sold products and services to more than 6.000 unique customers Lead and managed 6 employees and several sales-agents (number varied)
Certifications
Motivator & Motivation analytics at Mark Anthony
Leading SAFe (SAFe Agilist) at Scaled Agile
PRINCE2 Practitioner at Axelos Global Best
Certified ScrumMaster (CMS) at Scrum
Certified ScrumMaster
Certified Member at Mensa Denmark
PRINCE2 Foundation at APMG
Alliance