Operations manager (the last part of the period, first part deputy), Security manager, Change manager and CAP approver.Head of various projects where the most important were migration out of existing data center (DXC) to AWS (test and development servers) and new data center (production).Responsible for subcontractor management of DXC (Data center supplierSelected projects and assignments:Quality:√ Assessment of how big a task it will be to become ISO9001 certified.√ Evaluation of CMMI level by the Danish organization (mini assessment)√ Responsible for implementing ServiceNow in the Netherlands, Belgium, Sweden and Denmark.Data center:√ Subcontractor management of DXC (supplier of all data center services)√ Responsible for the migration of the telephony solution from DXC to AWS (Amazon Connect)√ Preparation of BC for migration√ Performance test on production copy with automatic anonymization of data√ Responsible for migration of all (450+) development and test server to AWS in collaboration with KeyCore and AWS (AWS MAP program).√ Participated in selection of new data center supplier, preparation of BC and contract negotiations√ Responsible for migrating all (120+) production servers and networks from DXC to the new Danish data center (private cloud)Results:The AWS migration (testing and development) as well as building and migrating servers to a new data center (production)Organizational implementation and configuration (CMDB) of ServiceNow to the great satisfaction of the global organizationEstablished a good collaboration with DXC (data center supplier)

My primary tasks were management of various projects as well as being a deputy for the operations manager. Was responsible for managing our subcontractors. Substance for the daily operation and cost optimization of our internal data center.Selected projects and assignments:Quality:√ Responsibility for physical GDPR supervision from one of Dedalus' customers. This inspection was used as a template for subsequent inspections√ IS Service Delivery Manager for Vitae (10 customers)√ Responsible for implementing complex SLA reporting for one of the critical solutions (Land's Patient Register)Security:√ Ensure that the security was in order on the development and production environments B. to ensure that there was antivirus and security patchingOptimization of Dara Center:√ Established a CMDB which was used for both decom of servers as well as for configuration of ServiceNow√ Virtualization and decom of all physical servers as well as decom of 1000+ virtual servers√ Responsible for consolidating various vCentre (VMware) into a vCenter to minimize costs√ Optimizing license costs, Backup strategy, etc.Results:Substantial optimization of infrastructure costsDocumented all the artifacts required by GDPR oversight

My primary responsibility was the development of a new application. In addition to being development manager, I have also taken on the role of transitions, test, contract, change manager. The size of the development work was 840,000 hours.The project was run agile scrum with Product Owners (PO) onsite and Proxi-Product Owner offshore (India). There were 6 scrum teams to develop the solution. All the rituals in agile scrum were performed including the scrum of scrum. Microsoft VSO/TFS (Azure DevOps) was used to develop, test, implement and document the solution. There was automatic testing of code, objects, functionality and performance. The solution was automatically deployed to the various environments. PMO and Scrum Master help from Lithuania, QA from Germany and Italy and Architecture help from England.Selected projects and assignments:√ Planning, monitoring and coordination with the customer√ Monitors and manages the PO team√ Monitor and manage all DXC development teams√ Liaison officer from DK to offshore (India)√ Contract manager√ Change Manager – Approve and ensure quality before change is sent to the client√ Anchoring point for all escalation regarding development√ Personnel manager for all the approx. 20 Danish employeesResults:Shown that the working model (development and testing) can work despite resistance from some of the project members.Terminations offshore have been extremely low compared to other areas, basically because of the way we work in the project and the good cooperation there was.

HPE merged with Computer Sciences Corporation (CSC) to create DXC Technology (DXC). See my job description above in DXC

Onsite responsible for quality (projects and deliveries) and responsible for ensuring that the obligations in the contract are anchored in the organization and delivered. Refer to Nordic IS Program Director. Size of the assignment: Approx. 800 servers, approx. 200 Tbyte, Account 100+ employees. The transition task consists of moving IT operations from CSC data-center to a brand new TCS data center. The task is organized in 8 projects that run in parallel. My function and primary responsibility were:√ Participated in creating the offer to Tryg√ Liaison officer against the customer for a Windows 7 deals (5000+ upgrades)√ Liaison Officer against Tryg√ Responsible for compliance with TCS standards√ Responsible for all TCS getting all documentation provided and validating this√ Responsible for Knowledge Management√ Test manager mentor√ Responsible for documentation and compliance with all tasks agreed with Tryg on steering committee and project management meetings√ Head of kick off meetings for all migration projects√ Leading leadership team meetings√ Onsite contract manager√ Liaison officer at all war room meets when the migrations were executedResult: Have the client's words that the agreements they make with TCS (when I attend the meetings) are documented and subsequently delivered. Has acted as liaison officer between the customer and TCS, thereby significantly reducing the number of escalations.

Responsible for all project delivered to TDC’s Operation and Wholesale divisions. Around 30 to 40 projects running simultaneously (about 150.000 hours pr. Year excluding 3’ part hours). Manager for the Danish project managers.My function and primary responsibility is: √ Ensure that the customer is satisfied with the cooperation and all supplies √ Liaison officer between customer, users, all 3’ part and TCS √ Weekly meeting with customers management √ Head of agile proof of concept (Scrum and Hot House) √ Project Dispute Resolution √ Project Steering Committee √ Project Delivery Satisfaction Survey √ Idea support customer facing activities √ Project Quotation Assessment Workshop √ Review Project Quotation √ Quotation customer facing activities √ Review Project Agreements √ Project Agreement customer facing activities √ Change Control Handling Customer facing activities √ Coordination Activity with Business and Business enablement teamResult: Has ensured that the customer is still happy despite change of supplier. Has served as an officer liaison between the customer and the new company. Has also acquired the status as one who knows the commercial contract between the customer and the company (Master Ser-vice Agreement). Has contributed to that TDC now decided to continue to run agile.

Responsible for all project delivered to Operation and Wholesale in TDC. Around 30 to 40 projects running simultaneously (about 160.000 hours pr. Year excluding 3’ part hours). Manager for a team with 7 project-/program-managers in Denmark plus 7 project-/program-managers in India. My function and primary responsibility was: √ Ensure that the customer is satisfied with the cooperation and all supplies √ Liaison officer between customer, users, all 3’ part and CSC √ Monitor and manage all projects √ Weekly meeting with customers management √ Weekly meeting with the project-managers √ Assign project managers to new project √ Approve all deliverables before sending to TDC √ Approve and secure that all internal CSC documentation is created √ Approve booked hours in time registration system √ Secure that we are following the MSA (Master Service Agreement) for my entire project portfolios √ Approve all CCN (Change Control Notes). Mutual and non mutual agreed √ Anchoring point for all escalation regarding my projects from TDC but also from the projectResult: Brought 50 employees from TDC to CSC and got them quickly integrated into the CSC organization. All the projects have quickly and painless adopted CSC way of running projects. Along with this, I secured CSC revenue to 160,000 hours per year with a satisfied customer.

Development manager for a group (more than 50) in TDC OSS area. The group was a mix of project managers, business analyst, developers, tester and employers who take care of operation. My function and primary responsibility was: √ Responsible for application development, maintenance and operation √ Responsible for projects and minor task √ People management

Manager for a department with more than 50 employees taking care of the OSS (technical) IT solution. The group was a mix of project managers, business analyst, developers, testers and employers who take care of operation. My function and primary responsibility was: √ Responsible for application development, maintenance and operation √ Responsible for projects and minor task √ People managementResult:Integrated 20 new employees to the department while employee satisfaction surveys showed that satisfaction increased for all employees in the department. The business requesters also expressed satisfaction with the department's supplies.Responsible for implementation of TVoIP in all technical applications. The product was launched to the business satisfaction.Attended two major outsourcing studies (Installation area and IT). Only IT ended up being outsourced.

Manager for a department with 30 employees. The department was a mix of project managers, business analyst, developers and testers. The department was responsible for maintenance and development of the OSS core application. My function and primary responsibility was: √ Responsible for application development, maintenance and operation √ Responsible for projects and minor task √ People managementResult: Responsible for automating Broadband activation 100%. The project was delivered successfully. The result of the production was that very few orders were handled manually. If we compare the results with other telecommunications companies, the number of manual order was very low.Responsible for implementing standard HP TeMIP platform for correlating error from a technical network (Entire TDC back bone network). This came to the business satisfaction.Was responsible for the implementation of VoIP (Voice over IP) throughout the application stack. More than 200 developers working simultaneously on this task. The product was launched to the business satisfaction, despite the fact that we changed the selected sales system under project execution.

Responsible for the solution architecture and pricing for NGN (Next Generation Network) and all solution in the OSS area. Results: Evaluation of a new CA / CP solution (A complete service platform for Mobile), including a recommendation to management. The decision was postponed as this type of platforms, at that time, was not mature enough for commercial production.Produced a decision presentations regarding choice of development tools (. NET or J2EE). The decision was presented to top management and J2EE was chosen.

Development manager for a group of 30 developers. The group was responsible for maintenance and development the OSS applications. Some of the area: Alarm Management, Trouble ticked, Order Management and Activation. My function and primary responsibility was: √ Responsible for application development, maintenance and operation √ Responsible for projects and minor task √ People managementResults: Responsible for all OSS applications were ready for the year 2000 changed. We passed 2000 without down-time or failure.

Development manager for a group of 12 developers. The group was responsible for maintenance and development the TMN solutions (Part off the OSS area). My function and primary responsibility was: √ Responsible for application Development and maintenance √ Responsible for projects and minor task √ People managementResult: Automation of all activation of PSTN telephony. The automation meant that 300 em-ployees would have new tasks. My department had at the annual employee satisfaction survey the best score in the entire Tele Denmark EDB.

Had the development and maintenance responsibility for applications DKS and ACI (Operation and activation solution for POTS). At the same time, I was project manager on the projects that were on the application. During this period I participated also in the task: Dua dility Telecom Ireland (May 1996). During this period I was also member of the company’s board (Employee representative).

The 4 regional telecommunications companies were merged into one company, Tele Denmark. I was project manager for consolidating the 4 different billing solutions in to one solution. More than 40 developers were working on this task. During this period I was also member of the company’s board (Employee representative).

IT Project manager for a large (10 developers) inventory project.

Worked as a IT developer with the following tools: Rally, Dec form, ACMS, VAX-set and RDB. Besides I had a role as a database specialist.