Responsible and succesful in meeting Nykredits total annual cost of 5.000 mio. DKK in 2018 and 2019.Managing an excellent group of cost controllers (9 FTE), with responsibility of group level controlling including all type of costs (external, internal and allocated), project controlling, KPI's and delivering forecasts and ad hoc analysis to top management (CFO).Responsibility:- Yearly budget and KPI-process- Monthly controlling and closing of cost- Monthly follow up on cost-performance with managers- Quarterly Business Review Meetings (BRM) in collaboration with CEO, CFO/COO, CRO, Retail and Wholesale-director- Ad hoc reporting to CFO- PowerPoint-presentations to/with CFO targeting other directors, board and investors- Project-economy - QA on projects prior to prioritizing and follow up on benefit-cases after project implementationResults: - Effectively handling a highly political environment- Kept agreed budget of 5 billion kr.- 90% of level 2-units keeping budget- Closing books on agreed time (5th day each month)- Optimizing monthly closing procedure, cutting off 2 days regarding cost allocation- Developing and distributing new PowerBI-cost-dashboards (both historically and forecast-model) to level 2-managers, giving them a hands-on-tool for estimating the yearly total cost)- Optimizing the yearly budget process (including implementation of zero-based-budgetting-models)- Implementing new subsidiary (Sparinvest) in Nykredit Bank including transfer pricing documentation- Succesful and timely implementation of cross-organisational/-subsidiary change in relevant finance systems and structures- Employee satisfaction score > 90%- Nominated for Manager of the Year by employees

Supportcenter is responsible for in-house 1. level support on processes, products, system portofolio and general it-support. Daily handling of approx. 1.000 support-requests on phone and mail.Daily management of a team consisting of 14 FTE.Responsibility:- Merging two support-departments- Ensuring efficient cooperation with 2nd levelResults:- Lowering support-requests by 20%- Created a model for levelling up employee skills in the merger of the departments- Change management - merging two 1. level support units and succesfully dealing with employee push back against the change. All employees stayed in the the new merged department

Results:- Succesfully managing various IT-projects (200-2000 M/D) meeting time, cost and quality- Ressourceplanning- Risk analysis and mitigating activities- Stakeholder analysis- Go-live-planning- Handover from project to on-going operations- Follow up on cost-benefit on projects- Connecting/translating between business and ITProjects- Travel expense management (Basware) including integrations to ERP-system (AX) (700 MD)- Case handover-system from salesorganisation to operations (production) (200 MD)- CRM-system ongoing releases (Siebel) (400 MD)- Corporate archive/documents solution (Documentum) (2000 MD)

Responsibility:- Project lead on implementing Oracle HRMS (subprojects 1) Master data, 2) System- and data integrations, 3) HR processes and 4) HR-BI)- Team lead of derived HR Operational team maintaining data quality of HR data in HRMS- Team lead of 1. level support of implemented HR-system- Publishing monthly HR reports to managers- HR yearly reporting and HR CSRResults:- Successfully extracting, converting, consolidating, and importing data from misc. HR-systems to Oracle HRMS- Carrying out a communication- and education plan for all employees and managers in Oracle HRMS- Succeeded in supporting the business doing all annual HR-processes in Oracle HRMS (e.g. on- and off-boarding, annual performance review, promotion and wage-increase-process)- Made a new HR report-setup in Oracle BI (OBIEE), and secured monthly distribution to all managers

- Legal advising of managers regarding labor law- Interpretatio of collective labor agreement- Developing and implementing APV (workplace-evalution)