As head of automation, I lead two agile DevOps teams consisting of 11 talented individuals with seven different nationalities, working to innovate and automate Grundfos processes. As the team leader, I drove the strategic automation agenda across the Grundfos group.

The RIPA team in Grundfos is a virtual multinational team consisting of people with 7 different nationalities, working from 6 different countries. We work with an ecosystem of technologies including robotic process automation (RPA), artificial intelligence (AI) and machine learning to automate the internal processes such that our business can run smoothly and maximize customer value. My role in the team is product owner for the team focusing on RPA. As a product owner I am placed between the business units (our internal collaboration partners) and the development team, not to block communication but to ensure that both business values and technical needs are considered when prioritizing the backlog. To achieve this I spend the majority of my time ensuring that we engage relevant stakeholders across the business in our projects correctly. Another key part of my role is to ensure a continuous pipeline of exciting high-value projects, to do this we employ a wide range of tools like crowdsourcing, process analysis, and process mining.

As a graduate in Grundfos I got a good understanding of the elements required to run a successful business and the conflicts of interest within a large multinational company. The graduate program in Grundfos consist of four rotations of 6-month length working in four different parts of the business. I have had ambitious projects with very little formal power. These projects have forced me to consume new knew knowledge within short time frames, understand formal and informal structures to implement changes without the use of force.My four rotations in short: Rotation 1, 50 % Finance profitability, helping to structure company financial data to ensure a clear understanding of probability. 50 % Factory controlling, helping the factory management team understand their financial data and implications. Rotation 2, Strategy, I was the driver of an individual project to try to remove the physical documents used in Grundfos. Additionally, assisted the 2025 strategy team on various task and analysis. Rotation 3, Global Machine Tool Pumps Key Account Management, supporting the sales manager with key account negotiations, new product introductions, identifying digital opportunities & more. Rotation 4, Robotics Intelligent Process Automation, helping the department taking robotics from waterfall development to agile development. During the transformation having both roles as scrum-master serving the AI development team and product owner for RPA development team.

: In customer insights in TDC (one of Denmark’s largest telecommunication companies) we were responsible for creating actionable customer insight by the use of quantitative and qualitative methods. As a department we were focused on ensuring insights were communicated effectively to all levels of the organization including upper management. As a student analyst, I had responsibility for particle task such as monthly reporting, automation of reporting and maintenance of questioners, but as I matured in the role I also took on more complex tasks as analysis of 24 hours support impact on customer satisfaction and for a period running the customer feedback loop.The team consisted of highly skilled and experienced analysts that I collaborated closely with during the majority of my task. I thus had the chance to learn a lot about customer analysis both from a practical and theoretical perspective in a short period of time.

As a member of the business intelligence team, the consultant was responsible for monthly reporting to internal stakeholders, suppliers, and customers. Additionally, the consultant was responsible for ad-hoc analysis that reduced operational cost, reduced revenue leakage, and increased customer satisfaction.