Jan Lomholdt Email & Phone Number

Rio De Janeiro, Brazil

Rio de Janeiro, Espirito Santos & Goias

Bergen, No

Bergen, No

Rio De Janeiro, Br

Rio De Janeiro, Br

Rio De Janeiro, Rj, Br

Rio De Janeiro, Rj, Br

Turn around done. Moving to Chairman of the board position. Advisor focus on Strategy, new MD and BD

São Paulo, Sp, Br

Danish Brazilian Chamber of Comerce in Rio de Janeiro

Rio De Janeiro, Rio De Janeiro, Br

Partner

Chairman of the board. Industry ekspertise in: Digitalization Energy Oil & Gas Maritime Public Government DefenseSoftwareHardware IT servicesPharmaceuticalGenetic science Internationalization Management & Leadership

We deliver complete corporate event facilitation and management of high quality. IM B2B offers a seamless co-ordination of event logistics, from pre-event administration and supplier management to on-site delivery and post-event communications. We have years of experience and our local advantage, vast network, and attention to detail ensure our clients ROI on their marketing activities in Brazil. MISSION & VISION We make it effortless for organizations/companies to participate in exhibitions and do business to business events in Brazil, and we ensure our clients do successful events in Brazil. We want to be the to-go-to business to business event bureau for any type of organization/company or delegation, who needs event management in Brazil. By delivering a operational excellence and highly customizable service, which optimizes the quality of business events in Brazil, we will be the preferred business to business event company in the Brazilian market.

Bergen, No

Frederikshavn, Dk

Chairman of the Board including strategic planning, business plan & sales strategy development. "From local Danish service company to global software company".

EXIT to private investor in 2015www.hidrojetbrasil.com.br

Trondheim, No

EXIT to DNVGL in 2014 Responsible for strategic devoloping and internationalization of Marine Cybernetics do Brazil into the leading software independent test company of controlsystems in the Maritime and Offshore industry. Sold tree digit million NKR deal into the biggest Brazilian drilling vessel project with 29 drill ship and a total value of plus 30 billion dollar USD. From May 1st 2014 exit succeeded and now a part of DNVGL group.

Beverly, Ma, Us

www.genomicexpression.com

Br

EXIT 2015 to private ownerOwner, Chairman, Investor

Mandal, No

Representing Umoe Mandal in Brazil and South AmericaSkjold class and composite materiel introduced to Brazilian Navy and shipyards. Admiral level and Shipyard owners.

EXIT to Qiagen245 First Street, 1856Cambridge, MA 02142

EXIT to Qiagenwww.clcbio.com

Uccle, Région De Bruxelles-Capitale, Be

Strategos er etableret 1. februar 2005 bl.a. med udgangspunkt i en ambition om, i samarbejde med videregående læreanstalter og progressive virksomheder, at skabe grundlag for endnu bedre resultater i strategiarbejdet. Og her tænker vi især på strategiimplementering – noget som mange taler om, men som ingen ikke rigtigt har fundet løsningen på ….

Copenhagen , Dk, Dk

Strategy developing

Dieren, Gelderland, Nl

GazelleGrowth is a new action-oriented program that provides hands-on support and know-how to selected Danish growth companies who wish to expand to the US market and realize their true growth potential. My role is to be a coach to one of the choosen companies Agnitio

Oslo, Oslo, No

Development and implementation of the “double growth” strategy for DK. Going from 25 mill Dkr. to 50 mill Dkr. Reorganizing the Danish Organization, Opening of new office in Århus. Implementation of a new sales process “solution selling” internal and in the partner environment.Implementation of a new implementation method Development and implementation of SuperOffice partner strategy 2006-2008.Implementation of a new ERP system.Segmentation and developing of vertical solutions to the partner channelNegotiation and sign up with ISV to support the customers need. (Mobility, ERP integra-tion, Security, etc.)Increase the market recognition by aggressive PR and Marketing activitiesCompetitor analysis P/L reporting to stock exchange Implementing of OEM solutions in different verticals. Hosting and ASP agreements Management of the employees in the subsidiary (Sales, Consultency, Services and administration.

No

Ementor Nordic Vice President, Technology & Partners NordicResponsible for: Development of the corporate strategy for Ementor Nordic on behalf of the board of di-rectors.Partner Manager for HP, IBM, Cisco and Microsoft (+ 4 billion turnover).Relations to IDC, Gartner Group, Meta, and others.Nordic Partner Analysis (cause and effect) with 700 respondents.Development and implementation of Ementor partner strategy 2005-2007.Analysis and recommendation concerning future placement and organization of Emen-tor’s Nordic outsourcing division.Corporate assignments and M & A within outsourcing, service and infrastructure.Optimization of partner programs with a 40 million DKK effect.Nordic centralization of country specific support functions.Development of partnership agreement with Getronics.

No

Responsible for: Hardware and software turnover of 900 million DKK.Business area with 500 employees (services, outsourcing, project management and con-sulting) and turnover of 500 million DKK. Nordic projects, standardization of services, optimization and centralization of service management offerings.New partnership agreement with HP in Denmark.New Nordic partnership agreements with IBM (+500 million), Veritas (+100 million), and Ci-trix (+100 million).Outsourcing contracts (+300 million) with FLS, AP Møller, BEC, Post Danmark, Dansk Røde Kors, Club 8, The Danish Foreign Ministry and others, and a large number of service and support agreements with the largest Danish private and public organizations. Implementation of shared Nordic contract administration system. Implementation of new ISO9000:9002 standard. A number of the biggest IT infrastructure projects in Denmark, such as IT responsible for the Danish EU Presidency in 2002.

No

Responsible for: 17 presales consultants and account managers within IT infrastructure solutions, govern-ment solutions, and hardware/software solutions in general. Budget for hardware and software turnover: 350 mill. DKK, and consultancy turnover: 40 mill. DKK. The focus area “storage” in Eterra. Eterra became the most important provider of mid range storage solutions in Denmark in 2001 and 2002. Partnership relations with Compaq/HP, IBM, Fujitsu Siemens, Veritas and CA.The focus area ”Server based Computing” in Eterra. Eterra became the most important pro-vider of Citrix solutions in 2001. Eterra’s turnover in Denmark accounted by that time for 1.5% of Citrix’ worldwide turnover.

No

Responsible for:29 employees (IT consultants, IT architects, and project managers).Establishment of Eterra Consulting Services.Budget of 32 million in turnover, and earnings before fixed costs of 47.6%.Customer seminars and content for strategic excursions to international symposiums like Gartner Group Symposium and Cebit.Relations with different producers of software and hardware. Customer responsible for large customers, such as Jyllandsposten, Jyske Bank, Education Authorities of Aarhus, Crisplant and others. New structure in own business area as a consequence of merger with Getronics in 2000. Implementation of new project management model, in accordance with approved interna-tional standards (PMI).

Responsible for: Strategic development and implementation.Development of new consulting concepts.Design and implementation of Eterra’s process for handling with partners.Elaboration of Eterra’s first intellectual capital statement.Customer satisfaction surveys (in cooperation with external partner).Leadership development with special focus on high performance team development (in cooperation with external partner).Standardization of Eterra’s offerings and services on a Nordic level.ISO certification of Eterra Denmark’s service offerings.

Responsible for the budgets of 18 military units.Responsible as level II authority for defining the objectives and related resource allocations for the 18 disposing units.Responsible for the region’s IT department.Appointed member of the project team responsible for implementing SAP in the Danish de-fense. I worked in particular with implementing the new steering model of the Danish de-fense into the SAP account structure.Responsible for budget of 200 million DKK.

Captain and second in command at Military District DjurslandResponsible for contact with the police and the regional and local authorities. Press responsible.Responsible for all operational and tactical planning.Chief of all Danish and International training activities in the military district.Security officer and IT security officer.Responsible for budget of 8 million DKK, including defining the production objectives within the scope of the government’s objectives and framework for allocation of resources.Chairman for a number of working groups concerning rationalization of the Danish defense.Member of the executive committee at the Organization of Officers in Denmark.Active member of a working group with the goal of making the career directions for officers more clear, both horizontally and vertically on all management levels.

Dk

Managing my Microsoft consulting team.

Master, Officer, Captain

History

Course, Wine

Captain

Student, Matematisk Samfundsfaglig

High School