Primary responsibilites: Leading a small team of employees.Programme Management of transformational programme in DSB TogdriftStrategic advisor to SVP / Head of TogdriftProject- and Portfolio ManagementCoordinator for IT Development and implementation in TogdriftManagement SupportExploring optimazational potential in Togdrift.

After being promoted to Senior IT Business Partner, I was given the responsibility of managing the IT Project portfolio (+100 mil. DDK.) - linking strategy with projects and epics (SAFe).During the project lifecycle, I acted as Trusted Advisor for our Business Management team, incl. startup of the right projects, and continuos reporting to the Executive Management team.Highlights:- Successfully managed an IT Project Portfolio with accuracy- Successfully executed strategy through the right projects and epics- Developed our project model to secure the best possible IT projects in DSB- Developed new strategies together with the business such as data-driven maintenance and user-friendly applications for our key personel.

I was offered the role of IT Business Partner shortly after joining DSB. Here I was in charge of developing a new strategy that would allow for a more efficient communication between the train staff and HQ by digitalizing the workflow. I also had the pleasure of managing the start of a new Agile Release Train together with The Agile Leadership Team, creating the program backlog, implementing Jira, and building the link between the economic model and the SAFe developing methodology.Highlights:- Strategic stakeholder management from COO to specialists- Successfully developed new business cases for IT Projects - Driving new digital initiatives across the organization - Successfully developed a strategy for communication from train staff to HQ

After being headhunted to DSB, I was given the responsibility of preparing all the IT-prework assignments concerning one of the biggest railroad IT projects at DSB - implementing a new planning system for the company to secure an efficient and digital planning process across the department. Highlights: - Preparing tender for a new planning system at DSB- Stakeholder management between our IT department and Operations- Establishing efficient cooperation between our IT-Business department and the legal tenders involved