Olga Christensen Email and Phone Number

Improvement project management & change management - focusing on operation improvement for the Offshore Service business unit.Some of the topics in my area: SAP business process improvement, SAP process adoption, improvements between Supply chain & Service operations, technical document improvements, IT improvements and mitigations.And everything inbetween. :)

A diverse role in a rapidly growing agile company, focusing on change implementation and continuous improvement.• Facilitate & manage organizational change to optimize operations• Introduced LEAN improvement practices (VSM, Kaizen events, Poka-yoke, RCA, standardisation)• Increased business units' efficiency by creating cross-functional business processes, and optimizing existing ones• Requirements gathering, transformation, modelling solutions for various business problems• Ensure user adoption of new processes and tools across the whole organization• Manage company-wide projects for various departments (Legal, HR, Finance, etc.)• Business Process Management tool SME (maintenance, upgrades, trainings, etc.)

Managing various pharmaceutical manufacturing related national and international IT projects and changes. Topics included: SAP improvements, EDI & digital invoice implementation, rollout of custom developed & out-of-the-box software for various departments (Finance, Procurement, Clinical testing, Engineering, etc.).

Printer remote and onsite service optimization both in terms of performance and budget/headcount management.Was also responsible for Continuous Improvement & process optimization throughout EMEA including supply chain, technician dispatch optimization and technical documentation improvement.

Managed business change and standardization for IT services in the Pharmaceutical industry for the Europen/American market.Part of the project was mapping manufacturing sites' processes and software, and designing a future state for optimal standardization/outsourcing (digitalizing some processes, mapping new and cross-functional processes, etc.)Eliminating regional variations we transformed operations into a streamlined, global, standardized ITSM-model, after which continuous improvement framework was introduced.The change management heavily involved user acceptance, engagement and culture change.Was also in charge of hiring, training, managing and coaching the transitional & operational team (20 FTE).

Leading team of 18 people for support of business processes. Daily people and workforce management; performance/KPI monitoring and leading department-wide improvement projects.

Providing L1 and L2 support for logistics software and website for external customers and internal users in 3 languages.