Hans Schmidt Email & Phone Number

Odder, Dk

Aarhus - Au It

SENIOR SW PROJECT MANAGER | COMPLEX LOGISTICS Employed to R&D to transform and build an agile and scalable department, using BEUMER Group Leadership Principles, developing professional teams and founded on a shared knowledge base.As Senior SW Project Manager, in the Software Customer Support (SWCS) Department. I have had the following parallel roles:- Team Manager, as part of a team of 5 Team Managers together with the head of department, responsible for a team of 30 Developers and 5 Software Project Managers with 50+ projects and budget responsibility.- Team Lead and resource manager for 8 Developers and 2 Software Project Manager.- Software Project Manager, successfully project delivery of 6 projects, in Logistics and Airport applying the BEUMER process BGMS system to agreed acceptance and budget, from scope, planning, risk, commissioning, documentation and handover.BEUMER STRATEGIC GLOBAL INITIATIVES | PART OF TEAMS. 1. ‘One collaborative team’ In our Software Department2. ‘Stronger together’, Across departments3. SAP, KEY user, implementation and rollout, DenmarkCustomer Partnership development. Established, deep and professional customer partnership, via close collaboration, shared goals and high engagement.

Aarhus, Middle Jutland, Denmark

Headhunted to start-up company to guide and build-up an agile development organization – “competence center” in Aarhus. The build-up process of the agile development organization was done through skill selection, job posts and countless in-depth interviews, and onboarding using the consultancy platform upwork. The agile development organization professionalization was based on a agile mindset, values and principles with the goal of delivering awesomeness to our customers. The Jira framework was modelled accordingly:1. Optimal transparency between customer and development was implemented, by linking the Service Desk tasks to Development tasks.2. Built-in quality by internal processes for QA and internal development review was implemented in Scrum board.3. Jira Confluence was established to ensure robustness, enhanced com- munication and scalability for new team members and in-sourcing of HW knowledge from China.4. Strategic roadmap mapped into Jira to ensure alignment and communication.Successfully created an agile team of 10 developers, across multiple time zones, using remote consultants hired via upwork portal. We implemented a full Jira and Confluence workflow, with QA and review process for built-in high quality delivery with feedback loop.With the agile team we delivered critical business software and created engaging features and major product improvements according to strategic roadmap. Progress and status were reported to the board. As responsible for hiring new employees, I creating high quality connections via BI-weekly 1:1 interviews and the development team scored 4,8 out of 5 on the BI-weekly satisfaction interviews.

Denmark

Objective: Team turnaround to generate new business and longevity of team.Using my Agile Scrum skills from previous companies we implemented an Agile and fully transparent Operation and Deployment (Dev/Ops) Team. We implemented a psychological safe team, with discipline, and a shared collective ambition of delivering high service, via daily standup and a collective Microsoft team channel “our brain” for extensive collaboration and knowledge sharing. Hiring was done via 3 interviews with one driven by a team member where focus was on technical skills. The onboarding was based on a co-creating, team buddy plan adjusted flexibly to the skills, passion and energy of the new employee. The new employees where given a welcome letter explaining our WHY and shared team values. RESULT: A high performance team of 17 highly skilled technicians that are embracing Cloud enabling technology.During 2020 we grew our Microsoft department from 10 to 17 highly skilled Microsoft administrators across Denmark and the Czech Republic, while at the same time enrolling an interim team from 4iG In Hungary of 4. During Corona from March and onwards team was seamlessly working remotely and contributed to increased revenue. The team expanded their Azure Cloud knowledge via training in Azure network and Azure security. The team managed to bring down the queues such that we gained control and we started to do more proactive work together with the customer. Critical Major Incidents and escalations was handled effectively and professionally also in collaboration with Microsoft Premier support, making it a “high performance” team in very stressful times.As part of the Team empowerment we used individual VIA strength awareness, supplemented by coaching and constant focus of making a positive collective “can do spirit”, made this a highly desirable team to be part of.

Objective: Take over automation team, transfer automation work to Czech Republic and improve focus on automation via new technologiesI engaged the team to work on the future of our automation tools and platforms, what should we bring forward and what should we let go. As key task and “burning platform” with our security team we started to look for a new patch platform. We defined the requirements and contacted the biggest 3 suppliers in the field. All agreed to do PoC’s with us, we communicated our plan and we knew that we wanted to select the best possible patch system and a vendor that had an organisation that actually wanted to serve us! A Business Plan with weighted scores and finance was presented and accepted by the Board and we were given a Go. We had a deadline (there were no plan-B). During the deeper integration and automation initiatives we had to hire and move some of automation skills to office in Czech Republic, the hiring process was conducted with the employees leaving to ensure that the new colleagues had the needed skills. Results: Implemented a new state-of-the art patching and service platform seamlessly in our daily operation. Opening up Azure Cloud monitoring to Operation Center. We now had a new automation team in Czech Republic. We came out with a new state-of-the art platform that gave us state-of-the-art patching capability and unprecedented insight into assets infrastructure via live queries and on-top we had new services that we onwards could deliver to our customers. We managed to establish a strong and successful vendor collaboration friendship, with sharing, trust and a willingness to succeed as the collaborative spirit. Part of our Monitoring consolidation was initiated based on Azure Cloud open source API and connected to our Liniux monitorering roadmap – that would allow us to monitor key Azure resources in our Operation Center.

Objectives: During huge changes, keep delivering and growing the team to its highest capability while supporting a successful carve-out of TDC. I was given a team from a former “head of” were a number of key colleagues had left (or had given in their resignation). With high energy and a positive attitude, as a first step I focused on our team shared collective ambition (via shared inspirational white board meetings) for the team. Here we together addressed the questions; 1). What should we continue doing from the leaving party and who could actually do it? 2). What should we stop doing and why? Having fewer employees than before and the same amount of work and responsibility to do we had to make tough choices. With management we agreed to focus and maintain our critical core services and as next step I reached out to a headhunter for interim colleagues that we obviously needed, and we hired in a Change and Incident Manager that we successfully onboarded. The new interim Change manager and I drove the daily CAB (Change Advisory Board) meetings and we did proactive change management for our private cloud for a yearly configuration as a proactive initiative. Results: We carried out our core operation services successfully. The Major Incident Manager (MIM) team operation setup 24/7-365 was agreed by the unions, our MIM service is highly valued by our customers. Successful ServiceNow based continuing (fact based) improvements was done to all of our processes; Major Incident Management, Change Management, Incident Management and Problem Management. The focus of our CAB meetings was changed from primarily technical to an all-encompassing view (incl. business and customer impact). Problem management was given an organizational structure that allowed for cross collaboration with needed resources and with constant follow-up.

Denmark

TDC Hosting Manager titel changed to 'Head of' as part of our new company that is now Itadel

Sletvej 30, 8310 Tranbjerg

Objective: Organization Turnaround to match the Agility and Complexity of our customers reality. From: Silos to Collaboration, From: Collaboration to Teams, From and from: Teams to Team of Teams.I was hired into TDC Hosting, to bring some of Development skills I had from my Scrum Agile Software Development background. I was also bringing in the framework Team of Teams that had proven successful on an organizational level. WHY: We want to be the company with the most satisfied customer, via optimum service on all parameters. HOW: We want to have ALL of our employees individual and collective skills, strengths and resources working in a collaborative support of the complexity and agility of the reality that our customers business. WHAT: Stable and secure and constant improved operation … where all in the organisation have a clear responsibility and fast access to the best resources available to solve the issues at hand. At the same time focus is on disturbing the individual employee as little as possible to allow for cognitive focus. I was driving the implementation using these steps: 1). Design collaborative framework inspired from Team of Teams, 2). Getting top management acceptance on (WHY, HOW ad WHAT) and 3). Implementing it via dally follow-up and evaluation, using the platforms: ServiceNow and later Microsoft Teams when that product matured. Results: Build a strong customer focused organization, using agile daily standups, high transparency and implementation of Team of Teams covering 200 employees, supported by technology queue management that is contacted via Skype Chat, phone and ServiceNow. Resulting in clear responsibility, higher productivity and higher performance. Leading and managing up to 20 employees of 2end level Citrix and Microsoft skilled technicians working on the most complex customer problems or requests. Support covers worldwide operating customers and with up to 8500 end user clients (managing the WannaCry incident successfully)

Margrethepladsen 4. 8000 Aarhus Denmark

Healthcare Team of 20 highly skilled colleagues in an Agile Scrum of Scrum setup.Leading, developing and managing purchasing and logistics, products and services to Capital Region, Region South, Region Sealand, Region North. Delivering to 10.000+ named users..RESULTS: Customer Satisfaction 9.2 (out of 10). - Strengthening, key customer relationships in two regions and expanding sales and growing a team from 8-10 people. Building trust and agility into the project. Changing customer relationship into a trust based relationship through transparent communication and workshops. Given the product a new life and future. Merging two teams into a new strong team with new values and ways of cooperation.Leading, developing and managing Health IT for hospitals. Electronic Health Record and FAME solution, to Regionshospitalet Viborg - Second largest Emergency Hospital in the Central region. Electronic Health Record, for both Somatic and Psychiatric hospitals, for Regionshospitals Viborg and Thy/Mors (part of Central Region and Region North).RESULTS: Highly successful co-creation IT Change Management, New FAME solution with new technology and critical patient flow handling and inter hospitals communication.- Successfully, sustaining and growing the WM-Data, Logica DK, Health IT business to a higher level with more employees and new key functionality.

Margrethepladsen 4. 8000 Aarhus Denmark

Responsible for implementing a number of projects, on time and on budget. The project teams was made up of many different people within the organization and I was responsible for billing the customer as well of having close customer contact being both on-site and in the field of the clinicians.RESULTS: Innovative solutions, platform, rollout into complex organizations and in scale given happy clinicians new mobile access and functionality.- FMK integration and Mobile access for Clinicians in Region South. Logical Health Apps, HTML5 Ipad solution integrated to the Region South EHR providing the Psychiatry Clinicians mobile access, brining the patient data into his/her hands and allowing a fast delivery and update to the patient status and Electronic Health Record. Genetics solution for Clinical Genetics department (Rigshospitalet), implemented in collaboration, using Scrum with Nearshore in Spain (CGI-Madrid). Vigerslev Hus, a communication and logistics solution for 2 nursing homes, using Whiteboard, for the elderly acute homes, supporting their enrolment and usage of the facilities in the home, Capital Region.

Cci Europe, Aarhus, Denmark

Responsible for developing and implementing advertising sale and production system. Main tasks: 1). To constantly support the CCI project department to reach critical milestones (Pre-shipment test, Functionality test and Go-Live). 2). And to lead the joint venture development between CCI Europe, DK and NeasiWeber in Los Angeles, implementing advertising solutions USA, for 10 developers and designers. Responsibilty: 16 developers.RESULT: Successfully, ensuring the critical support and development of a number of key projects of high complexity with many critical deadlines.

Axel Kiers Vej 11. Dk-8270 Højbjerg Denmark

Onsite CCI Project Manager for a year, for Axel Springer Verlag AG, 9 employees, Implementation of a new editorial system, 400 users and 3 newspapers, B.Z., Die Welt and Berliner Morgenpost.RESULTS: Successful turnaround, bringing CCI in control again and as a result ASV AG hosted the yearly CCI User Conference as proud way of showing the results.- Successful, turnaround and give new energy into a customer relation and bringing the right attention and team to the project. Being committed with passion and building a new team. Successful, project planning, budgeting and follow-up. Overall responsible for all phases of analyses, design and implementation of customer specific IT projects. Successful, onsite implementation of a new editorial system, 400 users and 3 newspapers.

Axel Kiers Vej 11. Dk-8270 Højbjerg Denmark

Successfully, working with some of the biggest editorial customers in different areas of the world. Doing technical specification, analysis, design, implement, install and integrate on site the new editorial software.RESULTS: The Hindu, Extremely pleased with the solution and bringing them into the future with new technology.

Axel Kiers Vej 11. Dk-8270 Højbjerg Denmark

Developing key functionality for migration to new Yellow Page system.RESULTS: Delivering a clean and full passed acceptance test.

Estec - European Space Research And Technology Centre, Noordwijk, South Holland

As successful programmer to develop software according to defence and space quality, stationed in Holland working for European Space Agency (ESA) on a 3 year contract.RESULTS: EURECA Monitoring successfully installed at ESOC to monitor on board systems.

Master’S In Computer Sciences (Msc) At Aalborg University, Denmark, Ingenieering

Diploma Graduate Economics Hd-2 – Foreign Trade (3 Courses)

Diploma Graduate Economics Hd-1

Master'S Degree, Mapp - Master In Applied Positive Psychology

Activities and Societies: Enrolled Aug. 2014, Education period 2 years. Master Thesis: Flow in an IT Business

Basics In Economics Hh

Education record

Education record

Acsth – Grow2 Master Coach Training, 80 Accredited Coach Specific Training Hours

Education record

Fitness Instructor