Mads Kempel Sørensen Email & Phone Number

Grenaa, Dk

Silkeborg, Silkeborg, Dk

New share enterprise organization with +130 employees and 14 leaders providing shared IT services for all Norlys companies including Norlys A/S, Norlys Fibernet, N1 etc.Reporting to a shared committee/board governed by top management in the three main companies with their technology directors as primary members.

Silkeborg, Silkeborg, Dk

Reporting to the CIO, leading the service delivery and operation organisation with +120 employees, 12 leaders and a budget of 450 mil. DKK.Focus was on development and operation in the areas of:- Business Applications: BSS, Fieldservice and GIS- Enterprise Application: ERP, CRM, HR etc.- Network, Datacenter & Infrastructure- ITSM, Architecture & Compliance: ITIL, NIS2, ISO, solution & infrastructure architecture- Cloud Center of Excellence: Enterprise Cloud Architecture, DevOps Engineering, FinOps, Cloud Security- M&A, strategy, due diligence and integration of Mjølner, Automize and Telia Denmark

Silkeborg, Silkeborg, Dk

Reporting to the CIO and leading multiple cross-funcitional teams (+30 people) in the areas of Enterprise Architecture, IT Strategy, PMO, Project Management, Operating Model, Service Design, Process and sourcing/vendor management.Merger and acquisition.Together with the CIO and a core team, ran the proces of acquiring Mjølner informatics A/S and Automize A/S. Included due diligence, strategic fit analyses and integration into NOLRYS IT.Cloud Center of Excellence (CCoE).Establishing a Cloud Center of Excellence (CCoE) to manage all Cloud activities across Nolrys and increase the Cloud maturity in the company. Hiring highly skilled Cloud compentences and a Head of CCoE to drive the team forward.

Levallois Perret, Fr

Reporting to the CEO and leading highly skilled delivery organization with 40+ Cloud Solution Architects, Cloud Adoption Specialists, Cloud Engineers, Product Owners and Agile Project Managers. Developing, building, and delivering Cloud Centre of Excellence (CCoE) transformation projects. In the proces Cloudeon was aquried by Devoteam.Improve culture and retention in the consulting division.Improved retention rate with more than 25% and employee Net Promotor Score (eNPS) with 4 points (3 to 7) in one year.Managing cross country collaboration.Build new cross-country collaboration structure between delivery organization in Denmark and operation organization in Lithuania, with focus on DevOps, Service Management and Adoption of Cloud infrastructure platforms.Established and optimizing resource planning.Established new resource planning, pipeline management and utilization model with focus on optimizing the alignment between sales pipeline, strategic initiatives, customer demands and utilization KPIs.Find & recruit the best talentsBuild talent pipeline of highly skilled Cloud Solution Architects, Cloud Adoption Specialists and Cloud Engineers, for customer Cloud projects. Hired 10 new talents in the first 8 months.Leading Cloud technology strategy.Together with CTO/co-founder of the company I developed and led new strategic value initiatives for CLOUDEON and customers, such as CCoE concept and a Cloud Adoption framework.Executive Sponsor & Project Steering Committee Member (Customer projects).With strategic and operational oversight of project portfolio I led and attended project steering committees to help focus on risk, timeline, budget, collaboration, and execution.Due diligence and integration.Part of the due dilligence as the company was put up for sale and after aquried by Devoteam, led the integration with the Danish offices.

Ballerup, Dk

Reported to the VP of sales and CTO with teams of 30+ employees shaping the Managed Services Strategy and service development roadmap. Worked as an influential Senior Leadership Team Member to launch Cloud Services, Data & Information Management, Digital Workspace & Hybrid Platforms (automation solutions) using leading-edge technologies.Leading matrix teams on a portfolio of technology projects and Cloud projects.Reduced IT production lead times with more than 60% by implementing a new Nordic cloud platform and automating core business processes.Developed value propositions for external integration with public cloud services providers.Enabled Atea to provide customers with Hybrid Cloud offerings and a more automated Cloud Migration Journey.P&L responsibility & cost optimization, reducing CAPEX & OPEX cost.Reduce CAPEX, OPEX and supplier overheads with more than 40% by implementing more efficient capacity management and automation solutions, while negotiating new framework/licenses agreement with global vendors and partners.Lead the ATEA Services Advisory Board alongside the CTO & SVP leaders.Created a global overview and decision point for product portfolio and service development, while introducing new cost and price models to align business strength with market/segments attractiveness.Transform overall cultural mindset and improved technology enablement/automation.Succeeded in changing cultural mindset from a classic IT operations mentality towards more agile DevOps thinking across multiple teams and Embedded DevOps / Agile ways of working for developing Infrastructure as Code (IaC) automation.Improve employee satisfaction.Increased overall employee Net Promotor Score (eNPS) with 5 points (3 to 8) across the organisation by focusing on empowerment, change management, teambuilding, and competence development plans.

Ballerup, Dk

Grenaa, Dk

Worked as CIO for a Danish municipality supporting local and large-scale National IT & Digital Transformation Strategy. Reported to the CFO with teams of 25+ employees and a DKK 50 mil. budget.Led Digital Strategy Roadmap & Vision.Establish a brand-new IT organisation completely from scratch with a focus on Public Sector Digital Transformation, Technology Enabled Solutions (Deploying New Technologies for Citizens), Improved Access to Local Services, Data-Driven Approaches and Next Generation Thinking (SMART CITY Concepts).Increase user satisfaction.Raised user satisfaction with IT service by 60% in one year by implementing new processes and communication practices.CIO leadership oversight for Security & Data Management Strategy.Enhanced quality of existing IT infrastructure and mobilized a new IT-security organization to comply with Data Governance Frameworks, GDPR, citizen data controls (healthcare, schools, and services) and cybersecurity frameworks aligned with ISO 27001 Information Security Management requirements.Led a strategic inter-municipal CIO, technology, and leadership collaboration. Highly increased the general collaboration between Favrskov, Syddjurs and Norddjurs municipalities’, with focus on technology, security, vendor management and contract management like shared framework agreements.Optimize Technology & Business Processes.Using Robotic Process Automation (RPA) we designed and build an automated access management system for older backend mainframe systems to comply with GDPR & the information security policy.Leading strategic project to improve mobile and broadband coverage in the municipality.Increased the number of citizens with access to high-speed broadband from 9% to 64% in 2 years in collaboration with Telco’s, Power Companies, Danish Government and EU funded projects.

Led the cloud platform development and transformation strategy roadmap for TDC Hosting. Reported to the CTO with teams of 20+ employees.Responsibilities & Key Results: Led the implementation of a new core production cloud platform. The biggest single investment in TDC Hosting’s history with a DKK 40 million (£4.5 million) budget and a timeline of 3 years. The platform was in operation after 2 years and transitioned more the fifty customers (+5.000 servers) to the new cloud platform within a year after operation. Increased employment satisfaction with twenty points from 65 to 85 (100 scale) within 1 year and mobilized high performance, self-managing product teams. Led transformation strategy roadmap. Implemented an end-to-end automation of customer deployments and documentation, including complex process optimization with CMDB & ITSM system. Collaboration with the CTO & Senior Technology Leadership Team on strategy development.Improving the Cloud Experience for customers and TDC by launching new innovative hybrid cloud services propositions and go to market models. Led multi-disciplinary project teams.Designed, developed, and transitioned new cloud platform to optimize capacity management and OPEX/CAPEX investments. Reaching a 40% budget reduction by focusing on key vendor relationships, technology selection and license management.

Managed the design, development, and implementation of innovative cloud solutions in collaboration with major vendor partners. Quickly progressed into a Cloud Solutions Manager role with added responsibility for technical innovation involved in cloud services design architecture, notably for Cloud Rack Infrastructure (IaaS Project).

Transformed existing enterprise infrastructure. Implemented a new VPS shared platform (Private Hosted Cloud), IT software applications, systems architecture, dynamic Citrix environment and enhanced support for corporate clients integrating multiple technologies (i.e. Citrix, IBM, VMware and Microsoft).

Lystrup, Dk

Højbjerg, Dk

Højbjerg, Dk

Executive Mba, Business Administration And Management, General

Academy Profession Degree In Leadership & Management, Leadership & Management

It & Elektronikteknolog