Might be available
(Updated 2021-12-09)Senior Programme Director
Copenhagen
Native Danish, English, Fluent German, Intermediate French, Russian, Beginner Arabic
- Make things work, co-operation 10 + years
- Cyber security 5 + years
- Project management 10 + years
Skills (37)
Scada
PRINCE2
BUDGET
GOVERNANCE
OFFSHORE
Project
BUDGETS
Programme Management
SYSTEM SECURITY
Management
PROJECT MANAGER
GAS DISTRIBUTION
Manager
STEERING
PMI
STAFFING
PID
PMBOK
Senior
Change Management
OPEX
PRODUCTION MANAGEMENT
BUYING
CMMI
HR
ERP
Scrum
OPERATIONS
LOGGING
POINT OF SALE
Procurement
Agile
INSTRUCTOR
POS
FIXED INCOME
CAPITAL MARKETS
STAFF TRAINING
Summary
Experienced Senior Portfolio and Programme Director.
Former armed forces commander with international knowledge. Medium and large company segments. Knowledge from: Production, Infrastructure, Logistics, Communication, Energy, FMCG, Public, semi-public and defence industries. Strong ERP and Sales Force experience. Strong skills in Cyber Security and intelligence.
Key performance: Management in highly political and complex Programmes/Projects. Change management, interim management as well as implementing turnaround procedures. In addition, defence projects and staff
handling.
Strong knowledge as Programme Manager in Scoping, Designing, developing and implementing complex solutions.
Several years, 10+ of experience from all phases of system development are possessed. Reviews produced and analysis reports as decision basis for dealing with different issues regarding the field between Business, Operation and IT. I have as well conducted review and recommendations for system development methods and has been leading the training and implementation of methods.
Member of multiple advisory boards and Steering committees during the career. Board experience.
Certified Programme/Project manager in the fields of PMI/PMBOK, IPMA, PRINCE2 and MSP as well as agile management SCRUM Master, Kanban, SAFe, ITIL and ITSM.
Professional Experience
President
Roskilde Shooting Centre
2009-01 - Present
Contractor
DGD
2019-01 - 2019-09
Senior Programme Director - Pre-Analysis, planning and roll-out SCADA Programme migration including system security and Tele metrics (Gas system communication) Each project comprising three subprojects for DGD-I, DGD-F and HMN gas distributors.
Agile projects in the Programme. SRUM daily management.
Strongly legal regulated area of business.
• Senior Programme Director for EnergiNet Gas distribution portfolio Pre-Analysis and execution phase.
• The portfolio contains burning platforms, and my task is to establish control and redefine the portfolio as well as execute a true Programme structure. The area is highly political.
• Secure and design all interfaces to EnergiNet ERP SAP platform and PANDA/Energy Key.
SAP HR, SAP Success Factors.
• Implementation of the full solution on a Cloud/Azure platform.
• Planning and implementing ArcGIS for all installations.
• Full scale Cyber Security roll-out.
• Hardcore stakeholder management and political navigation.
• Establishing of Project Implementation Documents (PID) • EU Tender and Bid responsible for the Programme • Establish Governance for the Portfolio.
• Close cooperation with EnergiNet security division, first mover on the new EnergiNet standards including CMMI/GDPR logs.
• Security approaches for the new EnergiNet standards on communication include DLP, DRM and IRM (ERM) technologies.
• Comprehensive Risk mapping and logging part of the task.
• OPEX and CAPEX assessment, establishing BIC (Best in Class) standards for future Programme.
• Establish controlling, reporting and steering committee structures.
• Budget responsibility for the portfolio in the phase.
The Programme is referring to Senior Director Pernille Resen and Gas Distribution Center Manager Henrik Bay HBY@energinet.dk
Agile projects in the Programme. SRUM daily management.
Strongly legal regulated area of business.
• Senior Programme Director for EnergiNet Gas distribution portfolio Pre-Analysis and execution phase.
• The portfolio contains burning platforms, and my task is to establish control and redefine the portfolio as well as execute a true Programme structure. The area is highly political.
• Secure and design all interfaces to EnergiNet ERP SAP platform and PANDA/Energy Key.
SAP HR, SAP Success Factors.
• Implementation of the full solution on a Cloud/Azure platform.
• Planning and implementing ArcGIS for all installations.
• Full scale Cyber Security roll-out.
• Hardcore stakeholder management and political navigation.
• Establishing of Project Implementation Documents (PID) • EU Tender and Bid responsible for the Programme • Establish Governance for the Portfolio.
• Close cooperation with EnergiNet security division, first mover on the new EnergiNet standards including CMMI/GDPR logs.
• Security approaches for the new EnergiNet standards on communication include DLP, DRM and IRM (ERM) technologies.
• Comprehensive Risk mapping and logging part of the task.
• OPEX and CAPEX assessment, establishing BIC (Best in Class) standards for future Programme.
• Establish controlling, reporting and steering committee structures.
• Budget responsibility for the portfolio in the phase.
The Programme is referring to Senior Director Pernille Resen and Gas Distribution Center Manager Henrik Bay HBY@energinet.dk
D-I-S Dansk Ingeniør Service
Danfoss Power Solutions ONE PLM Programme and Banedanmark
2018-01 - 2018-12
Contractor Senior Programme Director - advisor for Danfoss Power Solutions ONE PLM Programme and Banedanmark through Per Aarsleff A/S.
Programme supervisor in Dansk Ingeniør Service (DIS).
Projects partly run with agile processes. SCRUM principles Strongly legal regulated area of business.
• Senior Programme Director for DIS portfolio, including Danfoss Power Solutions and Danish Rail Authorities.
• Senior advisor for DIS/ per Aarsleff joint venture project to Brandmark concerning the electrification Programme.
• The portfolio contained burning platforms and my task was to establish control and redefine the portfolio as well as execute a true Programme structure.
• Lead on Tender preparations for DIS bids to costumers.
• Prioritizing of Projects in the Portfolio.
• Establishing of Project Implementation Documents (PID) and Tender writing.
• Establish Governance for the Portfolio.
• OPEX partner for DIS, establishing BIC (Best in Class) standards.
• Siemens system used for electrification, MES for production management.
• Cloud/Azure based scalable solution.
• SAP ERP back bone and SAP HR, SAP Success Factors.
• Establish controlling, reporting and steering committee structures.
• Budget responsibility for the portfolio.
• Application mapping, analysis, scoping and rationalization. standardizing on needed platforms.
• Modernizing application, platforms in order to increase performance and save costs.
The Programme Portfolio is referring to DIS Global Project VP Kenneth Schmidt Jensen and Country Director Lars Tilling
Programme supervisor in Dansk Ingeniør Service (DIS).
Projects partly run with agile processes. SCRUM principles Strongly legal regulated area of business.
• Senior Programme Director for DIS portfolio, including Danfoss Power Solutions and Danish Rail Authorities.
• Senior advisor for DIS/ per Aarsleff joint venture project to Brandmark concerning the electrification Programme.
• The portfolio contained burning platforms and my task was to establish control and redefine the portfolio as well as execute a true Programme structure.
• Lead on Tender preparations for DIS bids to costumers.
• Prioritizing of Projects in the Portfolio.
• Establishing of Project Implementation Documents (PID) and Tender writing.
• Establish Governance for the Portfolio.
• OPEX partner for DIS, establishing BIC (Best in Class) standards.
• Siemens system used for electrification, MES for production management.
• Cloud/Azure based scalable solution.
• SAP ERP back bone and SAP HR, SAP Success Factors.
• Establish controlling, reporting and steering committee structures.
• Budget responsibility for the portfolio.
• Application mapping, analysis, scoping and rationalization. standardizing on needed platforms.
• Modernizing application, platforms in order to increase performance and save costs.
The Programme Portfolio is referring to DIS Global Project VP Kenneth Schmidt Jensen and Country Director Lars Tilling
Contractor
NNIT
2017-06 - 2017-12
Senior Programme Director: NNIT A/S Partly agile/SCRUM projects and partly waterfall, according to costumers wishes.
• Senior Programme Director for NNIT portfolio for the Danish department of Justice • The portfolio was a burning platform, and my task was to establish control and redefine the portfolio as well as execute a true Programme structure.
• Establish Governance for the Portfolio • Establish controlling, reporting and steering committee structures.
• Budget responsibility for the portfolio.
• Prioritizing of Projects in the Portfolio.
• Establishing of Project Implementation Documents (PID) and Tender writing.
• Responsible for staffing and competencies in the portfolio.
• Application mapping, analysis, scoping and rationalization. standardizing on needed platforms in order to prioritize projects.
• Modernizing application, platforms in order to increase performance and save costs.
The Programme is referring to NNIT SVP for Microsoft Solutions Kristine Steenhus.
• Senior Programme Director for NNIT portfolio for the Danish department of Justice • The portfolio was a burning platform, and my task was to establish control and redefine the portfolio as well as execute a true Programme structure.
• Establish Governance for the Portfolio • Establish controlling, reporting and steering committee structures.
• Budget responsibility for the portfolio.
• Prioritizing of Projects in the Portfolio.
• Establishing of Project Implementation Documents (PID) and Tender writing.
• Responsible for staffing and competencies in the portfolio.
• Application mapping, analysis, scoping and rationalization. standardizing on needed platforms in order to prioritize projects.
• Modernizing application, platforms in order to increase performance and save costs.
The Programme is referring to NNIT SVP for Microsoft Solutions Kristine Steenhus.
Contractor
KMD
2016-05 - 2017-06
Senior Programme Director: KMD A/S Partly agile/SCRUM projects and partly waterfall, according to costumers wishes Pan Scandinavian international Programme • Senior Programme Director for OKQ8 Petroleum portfolio transition.
• Prioritizing of Projects in the Portfolio.
• Establishing of Project Implementation Documents (PID) and Tender writing.
• The portfolio was a burning platform and my task was to establish control and define portfolio scope as well as execute a true Programme structure.
• KMD is reorganizing for the time being and that fact makes obtaining results and productivity very complex.
• Internationally Programme comprising all OKQ8 Petroleum's Scandinavian Operations.
• The OKQ8 operation is composed of a mix of Windows server with SAP applications, including SAP HR (Success Factors) Mainframe and AS/400 elements as well as a complex Oracle Business Warehouse.
• Best in Class (BIC) goals for OKQ8 prepared during the process.
• Cloud/Azure based agile solution.
• Application mapping, analysis, scoping and rationalization. standardizing on needed platforms.
• Modernizing application, platforms in order to increase performance and simplifying save costs.
• Two on-going projects: Office 365 Cloud/Azure project and a Finax/POS-BOS project.
• Multinational project teams, including offshore resources and multinational Steering Committees. Apx. 80 resources participating in the projects and operation under the Programme.
• EU Tender and Bid responsible for the Programme • Politically highly profiled and sensitive Programme due to KMD wants more costumers form the Energy sector.
• Senior Programme Director for Danish Tax Ministry (SKAT) EFI shut down transition.
• Lead on Tender preparations for KMD bids regarding SKAT & OKQ8.
The Programme was referring to KMD EVP for Operations Frank Olesen.
• Prioritizing of Projects in the Portfolio.
• Establishing of Project Implementation Documents (PID) and Tender writing.
• The portfolio was a burning platform and my task was to establish control and define portfolio scope as well as execute a true Programme structure.
• KMD is reorganizing for the time being and that fact makes obtaining results and productivity very complex.
• Internationally Programme comprising all OKQ8 Petroleum's Scandinavian Operations.
• The OKQ8 operation is composed of a mix of Windows server with SAP applications, including SAP HR (Success Factors) Mainframe and AS/400 elements as well as a complex Oracle Business Warehouse.
• Best in Class (BIC) goals for OKQ8 prepared during the process.
• Cloud/Azure based agile solution.
• Application mapping, analysis, scoping and rationalization. standardizing on needed platforms.
• Modernizing application, platforms in order to increase performance and simplifying save costs.
• Two on-going projects: Office 365 Cloud/Azure project and a Finax/POS-BOS project.
• Multinational project teams, including offshore resources and multinational Steering Committees. Apx. 80 resources participating in the projects and operation under the Programme.
• EU Tender and Bid responsible for the Programme • Politically highly profiled and sensitive Programme due to KMD wants more costumers form the Energy sector.
• Senior Programme Director for Danish Tax Ministry (SKAT) EFI shut down transition.
• Lead on Tender preparations for KMD bids regarding SKAT & OKQ8.
The Programme was referring to KMD EVP for Operations Frank Olesen.
Contractor
Arla
2015-01 - 2016-04
Senior Programme Director: Arla Foods Amba.
Partly SCRUM managed projects and partly waterfall, according to participants project maturity.
International Supply chain /procurement programme with multiple countries participating. EU regulated area of business • Programme/Project Director for Arla's high profiled" One" Programme in the FMCG segment for creating a new Milk Settlement system for all of Arla's farmers/owners.
• Prioritizing of Projects in the Portfolio.
• Responsible for Tender writing, including EU tenders.
• Establishing of Project Implementation Documents (PID) and Tender writing.
• The Programme output secured daily transaction reporting for all of Europe, real-time information to Treasury and the Farmers as well as monthly best execution delivery segments.
• The Programme included a project covering the full system implementation with a specialized optimized implementation team for all solutions.
• Internationally Programme comprising all of Arla's buying of milk globally, revenue apx. 6,5 BN/€.
• Programme composed of three ERP solutions.
• Infrastructure construction related to Programme carried out under the Programme.
• Fully Cloud based and easy to maintain in the "ONE" set-up framework.
• Major solution is a SAP FI installation.
• SAP HR, SAP Success Factors part of solution.
• GE MES module attached to SAP HANA solution, • Multinational project teams and transversally Steering Committees. More than 200 resources participating in the projects under the Programme.
• Politically highly profiled and sensitive Programme.
• Planning and Execution of Transformation Management for the portfolio including adjustment of the attached organizations.
• Lead on Tender work for relevant ONE settlement tasks.
• Application mapping, analysis, scoping and rationalization. standardizing on needed platforms in order to prioritize projects.
• Modernizing application, platforms in order to increase performance and simplifying save costs.
• LEAN standard implemented for milk deliveries.
The Programme is referring to Arla SVP for Member Service.
Partly SCRUM managed projects and partly waterfall, according to participants project maturity.
International Supply chain /procurement programme with multiple countries participating. EU regulated area of business • Programme/Project Director for Arla's high profiled" One" Programme in the FMCG segment for creating a new Milk Settlement system for all of Arla's farmers/owners.
• Prioritizing of Projects in the Portfolio.
• Responsible for Tender writing, including EU tenders.
• Establishing of Project Implementation Documents (PID) and Tender writing.
• The Programme output secured daily transaction reporting for all of Europe, real-time information to Treasury and the Farmers as well as monthly best execution delivery segments.
• The Programme included a project covering the full system implementation with a specialized optimized implementation team for all solutions.
• Internationally Programme comprising all of Arla's buying of milk globally, revenue apx. 6,5 BN/€.
• Programme composed of three ERP solutions.
• Infrastructure construction related to Programme carried out under the Programme.
• Fully Cloud based and easy to maintain in the "ONE" set-up framework.
• Major solution is a SAP FI installation.
• SAP HR, SAP Success Factors part of solution.
• GE MES module attached to SAP HANA solution, • Multinational project teams and transversally Steering Committees. More than 200 resources participating in the projects under the Programme.
• Politically highly profiled and sensitive Programme.
• Planning and Execution of Transformation Management for the portfolio including adjustment of the attached organizations.
• Lead on Tender work for relevant ONE settlement tasks.
• Application mapping, analysis, scoping and rationalization. standardizing on needed platforms in order to prioritize projects.
• Modernizing application, platforms in order to increase performance and simplifying save costs.
• LEAN standard implemented for milk deliveries.
The Programme is referring to Arla SVP for Member Service.
Contractor
DONG Energy
2013-01 - 2014-01
Programme Director in DONG's Project Unit directing the following projects: • Planning and execution of transformation programmes • Portfolio Management of projects to e.g. Customer Markets, Wind & Thermal Power.
• Portfolio Management of projects to business segment Capital Markets • Portfolio Management of ERP projects for all of DONG comprising analysis, development and testing.
• Full implementation with Dong Treasury.
• LEAN standard implemented for acquirement of Energy options.
• Cloud based solution with saleable Data warehouse solution • Implementation secured in dedicated follow up projects with optimized business advisory groups attached as a part of my portfolio.
• Asset Management, compliance & legal tasks in cooperation with DONG specialists assigned to the specific Projects.
• Portfolio Management ERP projects for the entire DONG Energy group, system implementation included.
• Application mapping, analysis, scoping and rationalization. standardizing on needed platforms in order to prioritize projects.
• Modernizing application, platforms in order to increase performance and simplifying save costs.
• Data warehouse solution Oracle based in support of the SAP PS-CD, SD and FI solutions.
Direct report from 20+ Project Managers as well as External resources, who in turn has a project organisation beneath them, as well as a shifting number of external consultants.
The Projects in the Programme are partially executed with SAFe Agile and SCRUM Managed Project Management.
• Portfolio Management of projects to business segment Capital Markets • Portfolio Management of ERP projects for all of DONG comprising analysis, development and testing.
• Full implementation with Dong Treasury.
• LEAN standard implemented for acquirement of Energy options.
• Cloud based solution with saleable Data warehouse solution • Implementation secured in dedicated follow up projects with optimized business advisory groups attached as a part of my portfolio.
• Asset Management, compliance & legal tasks in cooperation with DONG specialists assigned to the specific Projects.
• Portfolio Management ERP projects for the entire DONG Energy group, system implementation included.
• Application mapping, analysis, scoping and rationalization. standardizing on needed platforms in order to prioritize projects.
• Modernizing application, platforms in order to increase performance and simplifying save costs.
• Data warehouse solution Oracle based in support of the SAP PS-CD, SD and FI solutions.
Direct report from 20+ Project Managers as well as External resources, who in turn has a project organisation beneath them, as well as a shifting number of external consultants.
The Projects in the Programme are partially executed with SAFe Agile and SCRUM Managed Project Management.
Contractor
BaneDanmark
2014-01 - 2014-01
Project Director Project run with agile and agile SAFe methods.
Danish Rail Authorities: • Planning, development and full system implementation for mobility platform under the "Signal Programme".
• Implementation task-force established under the programme to secure a successful implementation for the entire Danish Rail business, directed by my mobility/ERP programme.
• Portfolio Management of projects for the Mobility Programme of the Danish Rail Authorities.
• Preparation of tenders, contracts and financial controlling.
• Planning and execution of transformation programmes.
• Siemens software inclusive MES extension.
• Instructor in the use of the Project Management tools of Danish Rail Authorities.
• Member of advisory boards on other 2BM programmes.
The Projects in the Programme are carried out with the use of agile Project management. The Programme report directly to the Production Vice president of the Danish Rail Authorities
Danish Rail Authorities: • Planning, development and full system implementation for mobility platform under the "Signal Programme".
• Implementation task-force established under the programme to secure a successful implementation for the entire Danish Rail business, directed by my mobility/ERP programme.
• Portfolio Management of projects for the Mobility Programme of the Danish Rail Authorities.
• Preparation of tenders, contracts and financial controlling.
• Planning and execution of transformation programmes.
• Siemens software inclusive MES extension.
• Instructor in the use of the Project Management tools of Danish Rail Authorities.
• Member of advisory boards on other 2BM programmes.
The Projects in the Programme are carried out with the use of agile Project management. The Programme report directly to the Production Vice president of the Danish Rail Authorities
Contractor
Communication and Cyber Security
2012-01 - 2013-01
Senior Programme Director - Communication and Cyber Security programme "STRONG SHIELD II" Strong encrypted Cloud/Azure based national emergency platform accessible by authorized personnel in case of national incidents. SAP ERP components including SAP HR.
The projects under the programme are most run in the Agile manner using a lot of SCRUM techniques.
Strongly legal regulated area of business.
The projects under the programme are most run in the Agile manner using a lot of SCRUM techniques.
Strongly legal regulated area of business.
Programme Director
Deloitte Consulting - Danish Tax Ministry and Danish Agency for Digitisation
2012-01 - 2013-01
in charge the following projects. An integrated part of the Task was Transformation Management & Organizational adjustment of the Customers Organization.
• SAP project concerning claims for company taxation and tariffs.
• Main frame system concerning VAT, taxes and duties. Turn over corporate taxes, apx 12BN/€ and VAT + spot taxes revenue handled in the systems apx. 38,1BN/€ • Data warehouse solution Oracle based in support of the SAP PS-CD, SD and FI solutions • Interface management between SAP, Oracle, Main Frame systems (Classic solutions) as well as financial systems e.g. NETS (All-pay) • Overall system implementation responsibility and securing program quality conditions were met.
• Related change management.
• Two tracks run with agile/SCRUM techniques.
Overall budget 100 m €.
The Project Models in the Programme were a mix of agile and traditional Project Management.
Responsible for planning of tasks, budgets and Staff allocation in the Programme.
Besides the tasks in the Tax Ministry, I ran a task in the Agency for Digitisation concerning: • The new Public project Management model, part of advisory Board • Design, structure and Governance of the future Digital highways for all payment s to Public authorities.
• SAP project concerning claims for company taxation and tariffs.
• Main frame system concerning VAT, taxes and duties. Turn over corporate taxes, apx 12BN/€ and VAT + spot taxes revenue handled in the systems apx. 38,1BN/€ • Data warehouse solution Oracle based in support of the SAP PS-CD, SD and FI solutions • Interface management between SAP, Oracle, Main Frame systems (Classic solutions) as well as financial systems e.g. NETS (All-pay) • Overall system implementation responsibility and securing program quality conditions were met.
• Related change management.
• Two tracks run with agile/SCRUM techniques.
Overall budget 100 m €.
The Project Models in the Programme were a mix of agile and traditional Project Management.
Responsible for planning of tasks, budgets and Staff allocation in the Programme.
Besides the tasks in the Tax Ministry, I ran a task in the Agency for Digitisation concerning: • The new Public project Management model, part of advisory Board • Design, structure and Governance of the future Digital highways for all payment s to Public authorities.
Programme Director
British Ministry of Defence, MoD
2011-01 - 2012-01
International programme and strongly regulated area with clearance needed.
During employment at a British-based project management company in the defence industry - STRONGBOW budget 125 m £, I was carrying out the task as Programme Director and Danish country manager.
The programme dealt with a communication solution to the British MoD and a programme of projects concerning system implementation of a new communication structure in the British Army Signal Troops. The programme consisted of five independent projects: acquiring vehicles, communications hardware, communications software, staff training and finally adapting the organisation to the Signal Corps i.e. full implementation. Elements of the programme are roughly comparable to the Danish TETRA process.
Preparation and lead on implicated Tender work for tasks embedded in the programme.
During employment at a British-based project management company in the defence industry - STRONGBOW budget 125 m £, I was carrying out the task as Programme Director and Danish country manager.
The programme dealt with a communication solution to the British MoD and a programme of projects concerning system implementation of a new communication structure in the British Army Signal Troops. The programme consisted of five independent projects: acquiring vehicles, communications hardware, communications software, staff training and finally adapting the organisation to the Signal Corps i.e. full implementation. Elements of the programme are roughly comparable to the Danish TETRA process.
Preparation and lead on implicated Tender work for tasks embedded in the programme.
British Ministry of Defence, MoD. Branch Army
1989-01 - 2011-01
Officer, fully commissioned. Sandhurst Barracks RMAS
Royal Defence Academy, Shrivenham, Oxfords
1989-01 - 1998-01
(Berks)+ Royal Naval Academy (Portsmouth Home Port) Landing Operations, Royal Marines as well as further education equivalent to Danish VUT I & II (1989, 1994 & 1998) Royal Defence Academy, Shrivenham, Oxfords.
All functions from PL (1'st LT), XO/SQN, SQN CMD, XO/BAT, BAT CMD, Mission CMD, REG CMD, Combat CMD and BRG CMD. Armoured, Mechanized and RECCE units.
Status "not active in duty". Assigned to Baltic Area of operations in case of war. Rank Colonel.
Mission Combat Duty 6 yrs and Mission Hot Spot Duty 6 yrs. Wounded in combat 4 times.
Area of operations: Northern Ireland (The Troubles Insurgency) Former Yugoslavia (Slavonia, Croatia, Bosnia etc.) Chechnya, Kashmir, Iraq, Afghanistan, Somalia, Chad, Mali and other classified areas in Africa, Middle East as well as Far East.
All functions from PL (1'st LT), XO/SQN, SQN CMD, XO/BAT, BAT CMD, Mission CMD, REG CMD, Combat CMD and BRG CMD. Armoured, Mechanized and RECCE units.
Status "not active in duty". Assigned to Baltic Area of operations in case of war. Rank Colonel.
Mission Combat Duty 6 yrs and Mission Hot Spot Duty 6 yrs. Wounded in combat 4 times.
Area of operations: Northern Ireland (The Troubles Insurgency) Former Yugoslavia (Slavonia, Croatia, Bosnia etc.) Chechnya, Kashmir, Iraq, Afghanistan, Somalia, Chad, Mali and other classified areas in Africa, Middle East as well as Far East.
OPKL, KVG, RES
1985-01 - 1989-01
OF kursus
Academic Background
Executive MBA
Roskilde University
2003-01 - 2004-01
Commissioned Officers school
Commissioned Officers school
1989-01 - 1998-01
Master of Finance
University of Aarhus and University of Reading
2021-12 - 1994-01
Certifications
Certified Programme/Project manager in the fields of PMI/PMBOK, IPMA, PRINCE2 and MSP as well as agile management SCRUM Master, Kanban, SAFe, ITIL and ITSM