Peter Moestrup Email & Phone Number

Silkeborg, Middle Jutland, Denmark

Delivery Manager in Scalable Core program.

Programme Manager for a business-critical initiative, with a budget of €13 million. The mission is to prepare Vestas' Service business for the anticipated future growth in the number of turbines under service. The programme will ensure that the service capabilities across all Vestas’s business units can scale effectively and are ready to meet the increased competition and sale within the wind industry.My responsibilities encompass several key areas: identify Quick Wins to harvest initial benefits, roll-out/ implement programme governance into the organization, stakeholder management, setting up reporting structures, process optimizations and integration, resource allocation, provide overview of timeline and milestones and committed project and programme plans, risk management etc.

Rx project: Project manager for a project with the aim to develop and implement prescriptive maintenance monitors based on machine learning and AI within Vestas Service. This initiative covers the entire operational value chain and aims to significantly reduce turbine service costs. Key aspects of the project include the implementation of a new IT solution, as well as updating and creating new processes and procedures to be deployed across various regions. Key Deliverables:• DNV Certification: Achieve industry-standard certification.• Roll-out Roadmaps: Develop detailed plans for deploying the new solutions and processes.• Project Triangle: Manage the constraints of scope, time, and cost effectively.• Stakeholder Management: Engage and manage stakeholders at all organizational levels.• Supplier and Customer Coordination: Handle relationships with external suppliers and internal customers.• Resource Planning: Allocate and manage resources efficiently.• Tangible KPIs: Establish and track key performance indicators to measure project success.• Communication Plans: Develop and execute strategies to keep stakeholders informed.• Critical Path Management: Identify and manage critical path activities to ensure timely project• completion.The development and implementation of advanced maintenance monitors will drive down the cost for Vestas in the future.

OFS Adv. Park Control project: responsible for the technical scoping of the project. The objective was to mitigate Liquidated Damage (LD) and Lost Production Factor (LPF) risk for 3 x 1 GW offshore sites and developed a generic coherent solution covering Offshore, Onshore, and Multi-Brand turbine sites.

Balance of Plant, BoP project: Responsible for the technical content and execution of the project. The project scope covered the full value change from contract signing to maintenance of equipment on any given site. (E.g. Transformers, Cables, Buildings, Roads, Fences etc. Everything, excluding the turbines). Key Deliverables:• Created new and updated existing processes.• Deployed new IT systems for asset management.• Initiated standardize and optimize commercial and operational business functions.• Developed a cost model to accurately quote and price opportunities.• Formulated a service delivery strategy for maintenance activities across BoP equipment.• Established a setup that enables and supports standardized service operations.• Framework to understand risks and opportunities related to asset configuration.• Process framework for working documentation according to industry standards.• High level of engagement with key stakeholders.• Deep involvement across regions and senior management.• Coordinated with external IT suppliers and other Vestas’s business units.Project Details:• Budget: €1 million.• Involved over 100 people.

Brande, Denmark

Head of department; Team Leads, experts, specialists, business consultants and externals. Main focus was to deliver solutions/processes and competences to support wind turbine development projects. Establish and execute change managements projects/programs across Business Units (BU). Supporting the full value chain in Technology and across other BU’s. Providing strategy input to senior management. Acting as an liaise towards the legacy Gamesa in the integration of tools/processes between companies to optimize the final tool/process landscape. Responsible for IT budget/projects (consolidation/software/licences/SLA etc). Implementation of PMO tools/processes; setting guidelines, defining governance, KPI’s, financial control. Implementing a new PMO tool in DK and Spain (+400 users). Driving optimization and change management initiatives/projects across departments and Business Units.

Denmark

Heading up a department of project managers (internal and contractors). Responsible for developing and deploy new processes between Technology and Business Units (BU). Design and secure signing of Project Agreements towards BU in relation to Test project of new product development (G2, D3, G8 and D10 products). Scoping and execution of IT projects within the areas of PLM, Teamcenter and NX systems. Engage with external IT suppliers and contracting abroad resources. - Cross organizational strategic and business critical projects- Liaise between Business Units and IT organisation- Change Management/deployment of optimized solutions- Task Force lead to secure Must Win Battles (G2.3/D3.3/D7) deliverables- Participating in SteerCo's/Decision Boards- Key stakeholder management (Portfolio level)

Germany

- Senior Project Manager, NES (Next Electrical System) project. Budget, 35 mill. €.- Portfolio Manager, 3.XM platform - R&D projects. - Secure transparency, financial overview and monitor progress.- Optimize project portfolio

Achievements:• Successful initiation and execution of business critical must-win EU projects• Establishment of a Living Lab to test business models within Electrical Vehicle industry • Managing/planning of international project resources from UK, Sweden and Slovenia.• Development of project/portfolio management strategy

Aarhus, Dk

Head of Order & Execution department. Responsible for the PLM Documentation Operation team (40 people in DK/IN/US). Implementation of an agile and flawless end-to-end project execution model. Liaise towards key-stakeholders/senior management. Financial performance of project portfolio. Process optimisation. Achievements:• Implementation of an agile and lean project order and execution strategy. • Financial control/ overview of project portfolio• Release management strategy (documentation).• Process to secure time-to-market of documentation

Aarhus

Responsible of major business critical projects. Executing/operating in an international matrix organisation securing the deliverables. Liaise towards senior managementAchievements:• Certification of V112 3.0 MW Onshore/Offshore turbines, highly business critical

Coaching within own organisation, regarding programme/ portfolio execution.Achievements: • Writing and approval of Transportation of Goods Business Case (a global SAP solution budget 40 mill. EUR).

Portfolio management of Arla's IT projects with a budget of 35 mill EUR. Chairman of IT Change Advisory Board. Accountable for Business Case GP. Communicate project progress, escalate critical issues and propose go/no go to IT Management Board. Member of CIO Management. Liaise towards sourcing vendor, contract negotiation/reviews.Achievements:• Complete financial control of IT portfolio, enabling forecast modelling• Substantial cost savings on contracts and cost reduction through efficient execution• Development of a holistic portfolio management office strategy• Development of a new Stage Gate model

Responsible of IBMs IT outsourcing customers in DK, approx. 100 active customer and 75 concurrent projects. Managing up to15 project- and programme managers on the IT Outsourcing account in Denmark. Settings guidelines and coaching project/programme managers, reporting to Business Directors and supporting Project Executives in the sales process. Contributor in the building the APM Community. Achievements:• Growth in financial results/ revenue• Resource optimization/allocation • Increased customer and employee satisfaction• Increased the team spirit, cross-department • Implementation of workflow management system/process

Responsible for a programme towards a major clients within the Telecommunications sector in DK, Sonofon/Telenor. Worked closely with Account Managers/Project Executives in the sales process. Achievements:• Growth in financial results (GP rose from -9% to 36%)• Increased customer and employee satisfaction

Head of department, Campaign & Sales Support (20 people + 5 consultants). The department supported a turnover of 5 billion DKK. Managing subcontractors, participating in Steer Co's .Providing business areas with time-to-market IT solutions. Portfolio management, contract negotiation, people management and coaching/ mentoring/ motivating PM's/ teams.Achievements: • Building up the department from 3 FTE to +20 FTE• EMMA, new campaign system in TDC Residential and TDC Mobil divisions• Management Information System/ Business Intelligence• Predicted Dialer in Call Center systems

SAS programmer/ analyst. Financial analyses/ forecast on car insurance portfolio and profitability analysis of private insurance market in close cooperation with the actuaries.Achievements:• Solutions to perform profitability analysis on single customer engagement• Development of a new pricing model of car insurance portfolio and market share analyses

M.Sc., Economics

M.Sc., Economics

Activities and Societies: Research assistant for Professor Martin Paldam, Institute of Economics, Aarhus University, DenmarkNational.