In Vestas' digital transformation, the PLM Platform is crucial in ensuring that engineering efforts are integrated throughout the business via a digital thread. Reusability and alignment across various business functions are essential to keep all members of Team Vestas informed and unified. The PLM Platform facilitates this integration with a variety of products and services. It is the responsibility of the PLM team to ensure these offerings are consistently available and accessible to our platform's users.

I oversee the management of business requirements for Project & Portfolio Management (PPM) within Vestas R&D (Vestas Power Solutions – VPS), ensuring that processes and systems adhere to established governance principles. The governance of projects and portfolios within VPS affects approximately 6000 individuals, ranks within the top five largest capital investment budgets in Denmark, and provides transparency for expedited decision-making by company managers. Currently, the PPM solution is in the second of three phases, transitioning Vestas from a resource-optimizing entity to one managed by assets and programs, ultimately guiding VPS towards becoming a profit-oriented and customer-centric R&D organization.

In my role, I spearheaded the creation of a data-driven culture within Vestas by overseeing the deployment of phases 1 and 2 of the Vestas R&D (Vestas Power Solutions – VPS) Project & Portfolio Management system. This system not only influences capital investments within VPS but also extends to Service, Manufacturing & Sourcing, and Global IT, marking a first in Vestas' history by centralizing all capital investment decisions within a single PPM system. It accommodates various methodologies such as waterfall, agile, and program management, integrating detailed work breakdown structures with financial and resource planning for high-level decision-making.The introduction of this tool has significantly enhanced transparency for senior management, revealing hidden buffers, project planning deficiencies, and delays in near-real time. It adheres to stringent GDPR regulations and Vestas' internal information classification, while also providing straightforward self-service governance.Furthermore, my pivotal involvement in the planning and allocation of budgets and roadmap decisions for VPS has sharpened the focus on data and information, ensuring that decisions are increasingly made on factual evidence rather than assumptions.

This was my first role in Project & Portfolio Management (PPM). I took over the system and portfolio process responsibilities which included a system landscape and reporting setup that was scattered, comprehensive, and very manual. My vision was to create a data driven decision-making process that would grant decision makers access to trustworthy information in near-Realtime. Subsequently taking the project & portfolio management from being a resource focused organization to an asset and program management focused organization. The first step was to create a roadmap for the PPM domain, including aligning stakeholders across 4 business units. The second step was to secure funding and support from management to deliver the roadmap. The roadmap was split up into 3 phases, minimizing risk, and securing a controlled roll-out. On a day-to-day basis I was responsible for securing that systems and processes enabled the organization to deliver on time and provided analyzes to the senior management on project performance and resource gaps.

Product Development Quality Assurance for Vestas' 3MW product line. Focus on management of +500 people in multiple project to support lean and agile introduction of new products with a high level of quality.Enabling tools and methods used: SharePoint, SQL, Process Analysis, Excel, Maturity Readiness Level, Reviews, Project Execution Model.

Product Development Quality Assurance for Vestas' 3MW platform. Focus on management of +500 people in multiple project to support lean and agile introduction of new products with a high level of quality.Enabling tools and methods used: SharePoint, SQL, Process Analysis, Excel, Maturity Readiness Level, Reviews, Project Execution Model.

Customer contact, claim handling, process improvement, leader of Kaizen projects, process mapping, root cause analysis is just some of the areas that I have had focus on as a Quality Engineer.

Introduction of systematic error reporting in a genetic approach which is used through the entire organisation.

Improving business profit, systematization of project reporting, improving sales template.

Did my internship at Desmi A/S and DPTS. Desmi A/S is the HQ and is located in Aalborg Denmark, whereas DPTS is a subsidiary located in Suzhou, China. I spend 6 month in China working on improving quality and analyzing the complexity of the pump program to reduce variations and go to modular designs.

I was a sales assistant working part time along I was taking my university degree.

I was hired as a researcher to assist a manager who did his MBA.

Worked as a sales assistents. The company was sold and I were not interested in working for the new company which was Elgiganten.