Kenneth Stubban Email & Phone Number

Copenhagen, Dk

Brøndby (Copenhagen)

Responsible for maintaining and develop Milestones NAV solution and the backend of the Store, where our resellers places orders.To do this, I have a Scrum team at 7 team members (one external). Six of them located in Brøndby (Denmark) and one in Portugal.

Brøndby

Responsible for the company's operational area, including support, service, installation, project management, procurement and logistics, which is handled by a team distributed at addresses in the Nordic countries.Personnel development, definition and optimization of work processes, distribution and prioritization of tasks and other administrative tasks.In addition, there will be ongoing dialogue and development of support and system concepts. The first projects will be changing from C5 to Navision, the mergien of two support systems as well as changing the phone system.

Rødovre

Reference to CEO Responsibilities: - Manage, develop and grow the AX team in Denmark, Macedonia and Lithuania - Selling AX projects to new and existing Danish customers - Ensure successful implementation of AX Projects - Project Managements with responsibilities in primarily Denmark and secondarily world wide - Grow the Danish department through sales and successful projects

Copenhagen Arear In Denmark

Reference to CEOResponsibilities: - All AX related business in 1ClickFactory from closing sales, delivery to budgeting and EBITDA. - Manage, develop and grow the AX team in Vilnius, Lithuania - Further development of 1ClickFactory's tools for upgrading ERP systems - Ensure successful implementation of primarily upgrade projects together with our AX partners around the world - Assisting the sales offices, in the different countries, to close deals - Grow the department through successful projects and tools - Project Management - Recruitment Results: - Grown the Gross Revenue with 30% in 2015 - Expanding the AX team in people (from 9 to 15) - Established collaboration with 2 subcontractors (one in Lithuania and one in Belarus) and managed the projects we were doing together - After 18 months, the team was organized, trained and prepared, for local management - I managed to be involved in 18 upgrades with duration from 100 to 1,000 hours. 8 was upgrades from AX 2009 to AX 2012 R3, another 8 was from AX 2012 to AX 2012 R3. We started also to help a partner with an AX7 upgrade. The upgrades were in Denmark, Sweden, Finland, Spain, Mexico, Brazil and Luxembourg - I was also involved in development projects, where we build integrations between other solutions and AX, both on AX 2009 and AX 2012 - All my team members have grown, especially the young once, due to high work pres-sure they had to take much more responsibility, which brought them out of their comfort zone

Denmark

Reference to the Managing DirectorResponsibilities: - Reversing a longstanding loss into a profit as soon as possible - Manage the daily operations - Develop strategies define action plans and follow up on these - Plan an organizational change and execute on this - Responsible for customer contact center (CCC), branches, mobile technicians, warehouse and distribution, as well as the technical department - Improve customer satisfaction measured through the NPS method - Development of tools to execute in the operations - Budgeting and reporting to Managing Director and the Board - Optimizing large and small to improve productivity. Here, we especially used elements from Gemba Kaizen - Working together with my managers to evolve from administrators to managers - Close collaboration and knowledge sharing with the other 33 countries in the Belron GroupResults: - Carglass made losses during the first many years on the Danish market, I had a key role in reversing the result. Already in the first year (2012) we made a small profit and the year after it was ten times larger. This was done in a declining market and with the same size of staff (110), but with a changed organisation, replacements and fewer managers - In 2012 and 2013 increased NPS customer satisfaction - Implemented a substantial change of the organization, including moving from paper to tablets in our vehicles and decreasing workshops - Warehouse and logistics was changed so that the quality has increased and costs decreased, compared to how much was handled - Warehouse and logistics was changed so that the quality has increased and costs de-creased, compared to how much was handled - Got established a solid network within the Belron Group

Brøndby

Reference to the Sales DirectorResponsibilities: - Daily management and development of the department - Recruitment and training - Planning for staffing in a very seasonal department, which varied between 12 and 25 agents - Employee evaluations and feedback (monthly one-to-one) - Retention of employees, especially those employed without guarantee of minimum hours - Optimisation of workflows from when the customer contacted us until we had completed the job - Analyse, design and implement changes that improved the KPI´s - Co-operation and knowledge sharing internationally with other CCC Managers and general knowledge groups within the Belron GroupResults: - Improved motivation, even that we started working outside normal hours - Changing the department's flexibility - Established a strong international network - Got the respect and recognition internationally for the changes that happened in the department

København

Reference to the ownerResponsibilities: - Put together a strong team that was significantly smaller than before - Finding a practical organisation that could deliver more with higher quality - Recover motivation, since everyone in the company had just been fired - Supporting our partners so that they could sell our solution - Educate our partners within our solution - Give input to the strategic development plan for the company, including a possible saleResults: - I reduced the organisation by half, while the motivation was restored. It was a strong team that could solve all tasks in wide and in depth. It was a team that was passionate about the product, customers, partners and colleagues - We all had a feeling that it was more than a job - we were a family - The partners reported that they were very satisfied with our support

København

Reference to the Sales DirectorI joined Infonizer to establish a support organisation from scratch. Infonizer was building a module for AX that was targeting all car dealers around the world.Responsibilities: - Building a strong global support organisation from scratch, where I used my knowledge in support as a consultant, supporter and team manager - Assisting sales onsite and online - Training our partners - Helping our partners directly at the customer - Develop proposals for the development of our ERP solution - Test and provide feedback on new versions before they were released Results: - Established an efficient support department at approx. 7 people - Got really good feedback when we were visiting the countries and assisting our partners - Was 3 weeks in Mexico, with great success, to give technical support. The result was that we did not lose the Mexican market

København

Reference to a Group Manager in England and Germany at the same time.Responsibilities: - Working with and reporting to an UK and a German manager at the same time - Responsibility for 13 engineers located both in Denmark and the Netherlands - Partner Manager (regarding support) in Denmark and the Netherlands - Manager of the engineers in Trade & Logistics domain for EMEA - business related - Business management of all escalation engineers of Dynamics AX Trade & Logistics - Incorporate the department in Microsoft after Microsoft bought Navision - Customer satisfaction (NPS)Results: - I managed to change the team's perception of support - Changed some engineers behavior from constant resistance to be my ambassadors, when there were new initiatives - The partners began to recognise our service and our focus on delivering solutions to them - Built a close cooperation with especially the Scandinavian countries, the Netherlands, UK and Germany - Improved customer satisfaction and turned the internal resistance to acceptance

København

Reference to the Team Manager Responsibilities: - Supporting the partner consultants online and providing support onsite in special situations - Train the partners primarily within Trade & Logistic and FinanceResults: - Was a driver in changing the attitude and the understanding of our partners’ situation, within our team - Contributed actively to the good atmosphere and mutual respect within the team - Trained the partners primarily within Trade & Logistic and Finance. Some of the training material, I had to develop myself

Ballerup

Reference to the Sales Manager and later the Team Manager I started as a trainee in Dansk Service Team, but after approx. 9 months bought EG the Concorde department that I was working in. Responsibilities: - Participating in pre-analyzes, configuring and implementing Axapta - Defining customer customizations, testing and delivering those - Training the endusers - Project responsibleResults: - Worked hard and was thus given more and more responsibility - Had a good working relationship with the developers - Was well liked by customers and made some additional sales - Got my own implementation project which I completed on time

København, Korsør Og Frederikshavn

I took, among other Master's Certificate and Officer Basic education. After Naval Acade-my, I was second in command on a ship for half a year. Then I joined as chief in com-mand for 1 year and 8 months. In the beginning it was mostly tasks as search and rescue and maritime surveillance. My last assignment was responsible for shaping, evaluating and training coming officers.

Akademioekonom Med It Som Speciale

Premierløjtnant, Officersgrunduddannelsen

Education record