Brian Bæk Pedersen Email & Phone Number

Copenhagen Area, Denmark

Strategic ManagementGlobal RoleReport to Vice President levelResponsibilities: o Heading the In-Market Value Engineering team including solid line responsibility o Identify tactical cost saving and value improvement opportunities to improve the Nokia Smartphones portfolio profitabilityAchievements: o Identified and planned tactical variants for selected regions. Variants that enable high return of investment and fast time to market o Planned and hosted five program workshops that identified SW and HW cost savings and upgrade possibilities

Strategic ManagementGlobal RoleReport to Vice President levelPart of the global R&D Product Development OrganizationResponsibilities: o Responsible for 2011 Smart Phones Portfolio definition based on Product Marketing requirements and R&D investment frame o Responsible for continues Risk assessment of the Smart Phones Portfolio o R&D Main interface to the Product Planners o Communicate the portfolio and portfolio changes to R&D organization – the why and the what in an inspiring and motivating way o Strong Smartphones market insight the key for the job. Ensured through close corporation with senior product marketing planners and analysts o Virtual Team Management – influence through excellent networking skillsAchievements: o Heading the creation of the 2011 R&D Smart Phones Roadmap o Heading the scenario game planning and risk assessments as part of the technology selection for the above roadmap o Created Portfolio visibility and insight to the R&D organization

Operational ManagementReport to Director levelResponsibilities: o PPM (Product and Program Manager) is accountable for the business of a given mobile phone. The PPM heads the Program mgt. team, that includes the PDM, Sourcing Mgr, Factory (Operation) Mgr, Product Mgr, Test Mgr and Care Mgr o Heading the program management team – approx. 15 experienced senior project leaders o Responsible for the lead program that specified and matured a new engine and SW family into the S40 portfolio that followed. Was measure on how the portfolio managed in the market, both business and quality vice o Close corporation with Vice Presidents and program managers from business units and R&D technology units o Heading coordination with PPM colleagues on sister programs that used the same engine and SW o Responsible for program planning and execution. Contingency planning and risk management part of the responsibility o Pilot program on new quality assessment process o Virtual management of the SW and Engine organization delivering to the program o Responsible for program budget planning including factory and supplier tooling investment o Responsible for program reviews and program business case reviewsAchievements: o Successfully managed the program management of the S40 next generation lead mobile phone into the market o Focus on program time to market and quality. SW quality improvement executed successfully including SW quality of the copy products o Successful execution of business case of the product and it’s copy products. Market volume and gross margin of the portfolio did well

Operational ManagementResponsibilities: o PDM (Product Development Manager) heads the R&D activities during the development of a mobile phone. Head of the R&D mgt team, which includes SW, HW, Electro-mechanics and Mechanic project leaders and Chinese sub-suppliers mgt team. for the later product the team also included Engine program manager and Engine system integration manager o Heading the R&D management team – approx. 6 experienced project leaders o Responsible for the program R&D reviews and the R&D budget planningAchievements: o Responsible for the development of three S40 based mobile phones and 1 copy phone. The phones were all lead on SW and the later also lead on a new engine that was copied into the Nokia portfolio. Involved from early concept development until hand-over to maintenance teams after the product is ramped up in the sales units o My SW and Engine background was used to set challenging targets for the team members and the teams that supplied SW and Engine o The Products did very well in the market both in sold amount and in significant revenue for the company. o One of the programs was pilot on the ‘Maturity Review Process’ that became the mandatory phone development process o Created the Requirement and planning process that was used in Nokia Copenhagen

Leadership Development Program

Product Program Managers Development Program, Ppm No 9

The Engineer In Transition To Management

Management Development Program, Map Europe 5

Hd 1. Del, Economy

M.Sc.E