Responsible for at team of ~8. (~15 before staff cuts)Over the past years, I revamped our IT, focusing on Microsoft Cloud solutions and eliminating legacy systems. Successful consolidation of on-premises servers, hosting center solution and two other Microsoft Azure regions, into one new Microsoft Azure region.Key achievements include a robust integration solution for B2B webshop, Dropshipment and EDI customers, Shopify platforms. Likewise a powerful PowerBI reporting tool tailored to our business needs, is delivered to our employees.In 2024 our latest digitalization project will be released, where we replace a custom made masterdatasystem and introduce standardized PIM (struct) and DAM (kontainer) When 2024 comes to an end, I have undertaken a significant cleanup of legacy systems and ad-hoc IT solutions in SoL, paving the way for a streamlined and efficient digital future, that ensures unhindered company growth while prioritizing robustness and reliance.

Responsible for at team of ~10 and member of A-TEX top management group and project responsible for ~5 more.In 2012, A-TEX was sold to a private equity and the journey to Trimco Group was started.After the acquisition, i optimized all our IT to meet evolving needs while aligning with business objectives. Through enhanced governance, we ensure project alignment and execution. By prioritizing strategic initiatives, we maximize ROI and mitigate risks.I had the responsibility of overseeing all infrastructure matters within Trimco Group, and I successfully streamlined IT operations across A-TEX, Clotex and Labelon (now Trimco Group). In this process, I was able to effectively integrate colleagues from all 3 companies. By engaging with them and delegating responsibilities, we were able to foster a strong sense of teamwork and collaboration.

Responsible for at team of ~6 and member of A-TEX top management group.My journey at A-TEX (now Trimco Group) where I've had the privilege to lead the transformation of our IT from a small local setup to a robust global system that has effectively supported the company's exponential growth, our solution made in possible to increase our turnover with more than 200 mkr and in the same period, reduce the headcount with 100 FTE.I have established a global IT framework, facilitating seamless operations across borders and time zones for our sites located in China, Europe and USA.To support our business needs, I managed to implement a new ERP system, build a state-of-the-art webshop for our B2B customers and project management/supplier portal. Our solutions defined new standards for collaboration and efficiency in the industry.

Overhauling IT in Sinnerup for Seamless Efficiency!The administrative IT had a lack of central filesharing and no central eMail solution, why I build a new core infrastructure for the retail and administrative employees, making it easy for the employees to collaborate.One of the most substantial upgrades came in the form of transitioning from traditional cash registers to PC-based solutions. This shift not only modernized point-of-sale operations but also enabled centralized price management and real-time statistical analysis.

Responsible for a team of ~8 and member of management group.After some economically challenging years, Columbus was restructured. In that process I made the decision that internal IT and customer consultancy services should separate in two departments, where i continued as global IT Manager, with the responsibility of the global internal IT for ~1100 employees.I managed to build a new global core network for all of Columbus, where all subsidiary's was connected in one global network - supporting shared fileservices, Exchange eMail and develop platform. The develop platform, made it very easy for our developers and consultants to find the latest version of the source code and application - ensuring that we did not lose vital source code and/or dual versions.

Responsible for a team of ~20, where we performed technical consultancy services for costumers - installation, support om Windows Servers, Exchange, SQL, Oracle, network.In that period I developed the team to be a more proactive working team, where I with success managed to standardized our products and services.The period from 2000 and forward was economically challenging years for Columbus, where we had to cut costs and reduce the number of staff - I managed to restructure the department, where I merged the internal IT department into my team, and then we where able to reduce the total headcount and still was able to support our customers and internal users.

Project management and development of integration solutions for large accounts (EU - Food, Farming, Fisheries; Danfoss; Sund & Bælt - Storebælt, Øresund)Managing integrations to Danfoss SAP solutions, Sund & Belt Toll payment and EU agricultural support schemes

Developing data integration application for Teorital Relational Database (data warehouse solution)The application was tailormade for importing data from PwC's time and material application, it was build in Borland Pascal object oriented programming language.

Implementing Teorital Relational Database (data warehouse solution) on-site on all European PwC offices, where using client/server solution on Novell servers and Btrieve database. After installation, i performed on-site and remote technical and enduser support.System was used for extract time and material transactions, for reporting purpose - at that time, state of the art reporting system - before we had Business Intelligence systems.

Responsible for enduser support for all employees in the Aarhus office (110 users) there was using DOS, Windows 3.xx computers and Novell 3.x and 4.x network servers