With my experience in both Transformation and Process Excellence I led a team of Process Transformation Partners supporting Maersk Global Process Leaders to transform all global end-to-end processes.𝐑𝐞𝐬𝐩𝐨𝐧𝐬𝐢𝐛𝐢𝐥𝐢𝐭𝐢𝐞𝐬: - Leading a team of Process Transformation Partners supporting the end-to-end global process owners to embed new ways of working. - Delivering an assessment model to understand global process owners ability to efficiently and effective deliver strategic process transformations. 𝐑𝐞𝐬𝐮𝐥𝐭𝐬:- Developed a model for assessing strategic process improvements- Up-skilled internal trainers and coaches

With my vast experience in Process Excellence and running Lean Six Sigma programmes I developed and deployed a new training program for all functional process owners so they could more effective and efficient implement new and smarter ways of working in their processes.𝐑𝐞𝐬𝐩𝐨𝐧𝐬𝐢𝐛𝐢𝐥𝐢𝐭𝐢𝐞𝐬:- Responsible for building a Process Academy including up-skilling of trainers, coaches, and the process owners to sustain the program- Up-skilled future process owners within the end-to-end process landscape within Maersk𝐑𝐞𝐬𝐮𝐥𝐭𝐬:- Up-skilled internal trainers and coaches- Developed a tailor made training curricula to up-skill process owners- Developed a tailor made curricula including certification criteria for coaches

Used my Lean Coaching skills to transform and empower the organisations in the 8 largest terminals (HUB terminals) within APM Terminals to successfully increase customer and employee satisfaction. 𝐑𝐞𝐬𝐩𝐨𝐧𝐬𝐢𝐛𝐢𝐥𝐢𝐭𝐢𝐞𝐬:- Responsible for the lean transformation in the 8 largest terminals (HUB terminals) within APM Terminals.- Developed and facilitated leadership training (incl. C-level).- Coaching leaders on Business & Cultural Transformation.- Business System Design & Development.- Strategy Development and Policy Deployment. - Facilitated multiple kaizen events in all 8 HUB terminals with tangible benefits of improved quality and productivity.- Developed Leader Standard Work for all leaders in a terminal.- Coaching of leaders, trainers, and kaizen owners.- Business Partnering incl. maturation towards a “Self-Improving Organisation”.𝐑𝐞𝐬𝐮𝐥𝐭𝐬:- Increased Productivity every year based on the implementation of the new way of working, this resulted in shorter stay of the vessel in the port and improved resource optimisation for both equipment and gangs (Overall an increase of approx. 20% over 4 years).- Increased Employee Engagement (One terminal from 3.67 to 4.93).- Developed a new lean based leadership training curricula, Leaders Standard Work.- Facilitated many Kaizen events in multiple terminals.- Trained leaders and front line in the lean fundamentals.- Coached leaders and key transformation leads in multiple terminals.

Thru a systematic approach I successfully developed and implemented a robust Lean Management System within the seven Liner Operations Clusters in Maersk Line. 𝐑𝐞𝐬𝐩𝐨𝐧𝐬𝐢𝐛𝐢𝐥𝐢𝐭𝐢𝐞𝐬:- Responsible for the lean transformation in the eight Liner Operations Clusters, Global Operations Service Centres and Fleet Management within Maersk.- Trained and coached leaders in a new Lean Management System.- Developed internal trainers to deploy the Lean Management System and basic lean tools.𝐑𝐞𝐬𝐮𝐥𝐭𝐬:- Faster and more efficient cascade of key information in the organization.- Better decision making based on more accurate information and data.- Faster escalation of problems to the next level in the organisation enabling a more robust problem-solving process.- Reduced the total amount of meetings within a day, week, or a month.- More efficient meetings with less participants.

Using my experience from running both Green Belt and Black Belt Programmes I worked as a Master Black Belt setting up and running a global program to deploy Process Excellence within Maersk Line. 𝐑𝐞𝐬𝐩𝐨𝐧𝐬𝐢𝐛𝐢𝐥𝐢𝐭𝐢𝐞𝐬:- Developed the Maersk Operating System and deployed within significant amount of Country Clusters aiming for better business decisions through faster directions setting and feedback loops. - Trained more than 800 Green Belts globally and coached both Green Belts and Black Belts to certification. - Developed MAERSK’s own Green Belt Program with a blend of both Six Sigma and Lean methodologies. - Facilitator and Trainer in Maersk PEX Academy focused on skill building through training and coaching. 𝐑𝐞𝐬𝐮𝐥𝐭𝐬:- Successfully reached the 10% target and established a good baseline for both skills and a structured methodology on how to make process improvements within the company.- Improved many processes both on lead time and quality.

Thru my experience as Project manager I managed to shorten lead time for both quote and tender processes using a Lean Six Sigma approach to understand and implement improved processes globally in Maersk Line. 𝐑𝐞𝐬𝐩𝐨𝐧𝐬𝐢𝐛𝐢𝐥𝐢𝐭𝐢𝐞𝐬:- Project Lead for a large transformation project changing the tender and quote processes.𝐑𝐞𝐬𝐮𝐥𝐭𝐬:- Achieved shorter lead time for customers to receive their quotes and tenders

Using my skills with situational analysis, facilitator and trainer I worked in many industries helping customers to improve their processes thru both knowledge sharing and workshop facilitation. My largest accounts were within Railway operation, Power Generation and Pharmaceutical Industries.𝐑𝐞𝐬𝐩𝐨𝐧𝐬𝐢𝐛𝐢𝐥𝐢𝐭𝐢𝐞𝐬:- Key Account Manager responsible for transforming companies within many industries, with the largest accounts in: Railway operations, Power Generation and Pharmaceutical.𝐑𝐞𝐬𝐮𝐥𝐭𝐬:- Shorter lead time and improved customer satisfaction

Using my experience as skilled Project Manager I successfully managed one of the larger installation contracts for the Øresund Bridge. The Contract involved many technologies such as Radio Systems (Security systems for Trains, Police, Fire Brigades and Ambulance), and Commercial Radio Systems, Mobile Phones and Data transmission. 𝐑𝐞𝐬𝐩𝐨𝐧𝐬𝐢𝐛𝐢𝐥𝐢𝐭𝐢𝐞𝐬:- Developed the documents needed for Request for Proposals- Evaluated received tenders and chose the best possible tender for the upcoming installation work- Managed the contract thru the installation periodCommunication Contract Owner. - Managing integration issues between Sweden and Denmark for the different systems. 𝐑𝐞𝐬𝐮𝐥𝐭𝐬:- Successful implementation of all contracts resulted in a 6 months earlier opening of the Øresund Bridge

Started as a trainee within ABB and worked my thru many interesting projects to become a highly recognised and skilled Project Manager.𝐑𝐞𝐬𝐩𝐨𝐧𝐬𝐢𝐛𝐢𝐥𝐢𝐭𝐢𝐞𝐬:- Project Manager for R&D projects on material used in the specific environment of a nuclear reactor. - Project Manager for the renewal of the internal parts in the oldest nuclear power plant in Sweden. - Project Manager for implementation of an ERP system (SAP).𝐑𝐞𝐬𝐮𝐥𝐭𝐬:- Prolonged the life time for one of the oldest nuclear reactors in Sweden- A well working system within SAP R/3 for how the organisation budgeted, managed and invoiced consultant work