CrowRider offers a range of project management and risk management consulting and training services. Practices at CrowRider integrate project risk with business risk, and extend from the traditional managing of single risks, to a more holistic approach to project management by building corporate and project “systems” which are able to benefit from uncertainty.

IIL is a global leader in training, consulting, coaching and customized course development, and is proud to be the educational provider of choice for many top global companies. IIL's core competencies include Project, Program and Portfolio Management, Business Analysis, Microsoft® Project and Project Server, Lean Six Sigma, PRINCE2®, ITIL®, Agile, Leadership and Interpersonal Skills, Corporate Consciousness and Sustainability.

The constant improvement of skills is today a basic need in all professions. Making the learning experience become real, i.e. placing abstract concepts into reality, such as to permit a direct applicability of classroom learning is my focus as a senior trainer.

In a valuable Project Management class, students must "feel" and "smell" the challenges typical to this profession. Customer pressure, management pressure... how to reconcile time, cost, and quality...Students learned project management by running little but very real projects for very real customers such as Nokia Siemens Networks, Infinion, the local government and municipalities, and many more. Theory arrived to the students as a support to deliver real results. The best way to learn.

LTC was a project management consulting firm specializing on the specific needs of small and medium sized firms. In 2012, with a broadened scope, LTC has become CrowRider (www.crowrider.com).

Principal Achievements:• Defined the new NSN global Project Management Portfolio, increasing visibility of PM value.• Implemented Project Management tendering processes globally,• Trained over 150 NSN Project Managers globally.• Defined global PMO corrective actions, by analyzing NSN Project Management Services maturity level.This is a role in the NSN Global PMO, reporting to the NSN Global Head of Project Management Services. Service business size: a total value of 2.8BEuro… Show more Principal Achievements:• Defined the new NSN global Project Management Portfolio, increasing visibility of PM value.• Implemented Project Management tendering processes globally,• Trained over 150 NSN Project Managers globally.• Defined global PMO corrective actions, by analyzing NSN Project Management Services maturity level.This is a role in the NSN Global PMO, reporting to the NSN Global Head of Project Management Services. Service business size: a total value of 2.8BEuro deployed per year, by the Network Implementation department.Responsible for global Project Management Services, Product Management, with a global team of 21 regional Product Managers (functional reporting line).Main activities include: setting Project Management guidelines, defining service structures, training Project Managers (in: tendering, Risk Management, PM Processes following PMI methodology). Consulting regional organizations, Customer Business Teams, on Project Management and deployment strategies. Developing and following up on benchmarking systems. Objective of the role is to enable the PM organization with standard guidelines, structure, templates, and implementing them regionally, making sure they are followed by all projects. Show less

Principal Achievements:• Trained over 50 Project Managers in North America (NAM) and Middle East and Africa (MEA).• Completed over 200 tenders, with total services bid sold value over 300MUSD.• Tendered most of Nokia’s main projects in NAM and MEA at the time.• Deployed PM tendering processes in NAM and MEA.• Built up the new PM Services Product Management team in MEA.Reporting to the regional Head of Project Management Services, this role is part of the regional PMO… Show more Principal Achievements:• Trained over 50 Project Managers in North America (NAM) and Middle East and Africa (MEA).• Completed over 200 tenders, with total services bid sold value over 300MUSD.• Tendered most of Nokia’s main projects in NAM and MEA at the time.• Deployed PM tendering processes in NAM and MEA.• Built up the new PM Services Product Management team in MEA.Reporting to the regional Head of Project Management Services, this role is part of the regional PMO, with direct impact on projects by creating Project Management service solutions for specific mobile network operators. Define project plans, rollout plans, resource plans and cost estimations to be used in negotiations - Present Project Management solutions, and define Customer related Project Management strategy. Coordinate Services Bid Team, in complex cases.Estimate, define and quantify risks in business case. Recommend risk mitigation actions to be taken during the negotiation phase.Consult Account teams and Customers (T-Mobile US, Terrestar, Telus Canada) on Project Management set up and deployment strategies.Analyze troubled projects, define improvement criteria, and drive the improvement via local organization (both through direct involvement and through coaching).Train Project Managers, Senior Project Mgrs, and Service Solution Managers, in Project Management Tendering techniques.Tracking of Competitor Intelligence and Market forecasts in relation to the Project Management Service Line portfolio. Show less

Principal Achievements: • Implemented the PM progress tracking systems permitting full visibility over the roll out.• Deployed the project Risk Management (the initial Contingency Reserve value was over 100MUS$).• Gained financial clarity by implementing and utilizing Earned Value Management.Reporting directly to the Project Director, the project was approx. 1.2BUS$ in value, rolling out over 20 000 GSM sites (and relative BSC switches), with over 130 resources (of which approx.… Show more Principal Achievements: • Implemented the PM progress tracking systems permitting full visibility over the roll out.• Deployed the project Risk Management (the initial Contingency Reserve value was over 100MUS$).• Gained financial clarity by implementing and utilizing Earned Value Management.Reporting directly to the Project Director, the project was approx. 1.2BUS$ in value, rolling out over 20 000 GSM sites (and relative BSC switches), with over 130 resources (of which approx. 22 sub-regional Project Managers), and employing a wide spectrum of subcontractor companies, primarily for Telecom Implementation, but also for Roll Out management, Logistics and Remote Integration services.Owned and implemented all Project Management processes and tools. Responsibility for making sure that the acceptances occurred on time, and that the acceptance processes were correctly followed, in this way, directly impacting cash flow.Followed up quality management and the site deployment quality, making sure that the number of extra works (due to lack of quality), and of extra site visits, was kept under control. Managed deviations from the cost and schedule baselines, and defined monthly accrual values.Owned the procurement processes related to: follow-up on subcontractor performance, management of subcontractor purchase ordering process, acceptance of their invoices and approval of the cash-out.Also responsible for the implementation and the follow up of the Risk Management Processes. This included training and coaching Project Managers in Risk Management (the initial Contingency Reserve value was over 100MUS$). Show less

Focus on managing cost vs. project progress, and on lining up business, finance and project scope objectives.