Valcon’s consultancy services create value by recognising that it is people and culture that get our clients the results they need in the evermore complex and dilemmatic business reality. Essentially, it is about connecting strategy and operations – not only focusing on the “why” and the “what”, but also on the “how”. That is where Valcon comes into play. We are the HOW consultancy. It means we are of a different breed, with more experience, competences and confidence. People who go all the way and leave footprints together with our clients.

Senior Consultant at BlueHat primarily working with Project Management and Agile

Responsibilities: • People Management for a department consisting of 10 Danish and Swedish employees plus external consultants. The department is part of PostNord IT’s Service Management Office• Work in and develop PostNord’s Service Integration function and model. The Service Management Office must integrate delivery from both internal and external parties• Development and optimization of our core IT processes• Owner of PostNord’s portfolio of Service Management systems • Align PostNords agile operating model with the Service Management model• Initiate and drive Service Improvement initiatives for my areas of responsibility• Ongoing Supplier Management • Steering committee member in my areas• Participate in new sourcing initiatives• Handle and approve Changes via the departments Change Managers in a fully outsourced setup • Run a Service Introduction process for new and changed services and introduction of new suppliers.• Budget responsible for a budget of up to 20 million DKKAchievements: • Established s Service Integration model including roadmap and a contract with two global suppliers to deliver Service Integration in a hybrid Service Integration setup• New sourcing contracts for Workplace, Print, Application Management, Infrastructure and Application Development. I was part of the solution and delivery team from initiation to the transition to the new suppliers in roles like requirement owner, negotiator, Steering committee member and Project Manager. • Increased operational stability, cost savings and higher customer satisfaction – achieved through a Service Enhancement program together with one of PostNord’s Major suppliers where I was Requirement owner and steering committee member• Two successful Datacenter moves where I participated from Change Management and stepped into CAB and War Room• ITSM tooling strategy for a Service Integration setup with a roadmap for an integrated Request Portal and a Service Management Integration Platform

Achievements: • An outsourcing contract for Server Operation, Application Operation and network/firewall and transition of these services and the staff. I was part of the solution and delivery teams from initiation to the transition to the new suppliers in roles like requirement owner, negotiator and Steering committee member• A renegotiated version of a major outsourcing contract when the first version collapsed between the parties. • Creation of a new transformation plan and project contract to stabilize the delivery.• Delivery of selfsame project with a budget in the two digits. – including responsibility for several external Project Managers working in the transition and transformation project• Build a Request Catalog and collect the effects of automation of Service Requests and Self Service• Markedly improved employee satisfaction after major reorganizations and reductionsResponsibilities: People Management, Service Management and Service Integration, Outsourcing

Achievements: • Successful delivery of the transition of Services and Staff as Project Manager for the Danish part of the Application Management and Application Development transition project • New sourcing contracts for telephony and WAN. During this period PostNord’s Telephony and WAN services were sent for new Procurement. I was responsible for the creation and negotiation of the Service Management and SLA appendixes in these procurements. • Formed a common Nordic department after the merger of the Danish and Swedish postal companies• Created a strategy for Service Management and Service Integration from a Process, Tooling, Reporting and SLA perspective• Created new common IT Service Management processes build to handle a mixture of outsourced and in-house operations and support - part of the merger program. I was manager for the department tasked with doing this • Ran a 5 day boot camp to create new common IT Service Management processes using Scrum methodology. I acted as Scrum Master• Decommissioned the two existing Service Management systems and replaced them with the future common system. In roles like Requirement Owner and Steering committee member, this was the first common system for PostNord and the project was further complicated by the fact that it ran in parallel with the merger and a major outsourcing contractResponsibilities: People Management, Service Management and Service Integration, Project Management, Outsourcing

Achievements:• An outsourcing contract for Application Management and Application Development and transition of these services and the staff. I was part of the solution and delivery teams from initiation to the transition to the new supplier in roles like requirement owner and negotiator. For this contract, I was part of the final core negotiation team that finalized the contract• Design of the organization that came into effect with the merger of the two Nordic Postal companies 1/1-2010. I participated in the core team in part because of my very close involvement in the major staff outsourcing ongoing at the same time• Successful and stable delivery of our services – during the last half year of 2009 it was public that a merger was coming and that a major outsourcing was ongoing. In the end ¾ of my own staff was outsourced and I lead that Change.• Recertification of ISO 20000 – as the first company in Denmark• Recertification of ISO 9001• Introduced Scrum Methodology as way of working for the teams in the department• Selection of a Portfolio Management system and the development of selfsame system as responsible for our portfolio management process.• Designed and implemented a Process FrameworkResponsibilities: People Management, Best Practice and Process Management, Service Management, Outsourcing

Achievements:• Project Manager for the first CMMI level 2 appraisal for an internal IT department in Denmark – only Systematic had done it in Denmark but as a supplier to the American military. A result that required both an understanding of development and project processes as well as being able to explain” what’s in it for me” to both senior management and the employees. • Appointed Manager Talent - which since led to the job as Manager for Kvalitet. Responsibilities: Process Manager, Project Manager, Appraisal team member CMMI

Achievements:• Established a Resource Management process • Implemented Self Governing (autonomous) Teams in the SAP Competence Center. My task was to modify the generic concept to fit specialist SAP teams and implement it together with the management teamContribute and drive part of a strategy program in the management team. The purpose was to develop the organization and improve several selected key strategic areas like Project Management, Finance Management, Resource Management and so onResponsibilities: Management consultant/PA for a newly established management team responsible for a SAP Competence Center which was being build while Post Danmark ran a large SAP implementation program.