Brdr. Ewers er Danmarks største privatejet Korn & Foderstof aktør med en omsætning på 2,7 mia DKK, Som IT & Digitaliseringschef er min opgave at drive og støtte en digitalisering for at styrke markedspositionen yderligere, sikre den interne effektivitet, skalerbarhed og fleksibilitet samt efterleve de stigende krav til sporbarhed, compliance & rapportering.

Rådgiver ejerledelsen om strategisk & taktisk udvikling af virksomheden med særlig fokus på det digitale

Polytech is a global manufacturing company of components to the wind industry with production in DK, CN, MX and GER. I joined to lift IT and the business process setup to the next level to provide better fit to the size and complexity the company had grown to after an aggressive growth period (2013:35 FTE -> 2020: 850 FTE) and to enable continually profitable scalability.Selective deliverables::- Collect resources previously reporting to various places in the organization and build a centralized IT function & expand the team to match the activities and business ambitions for the future.- Engage with C-level to define IT Strategy and IT Roadmap for Polytech- Define, implement, mature and anchor IT practices based on ITIL and ISO27001- Lead the transformation of the Infrastructure & Systems Landscape to be suited for a Global Enterprise and to enable and support the continually growth journey- Lead the identification and implementation of a new ERP platform (Microsoft D365FO) - go live according to original timeline & budget- Cross-company Change Management- Implementation of RPA to automate trivial processes- IT Merger of an acquisition (100 people, Germany)

Bestseller is a global fashion wholesales & retail company with €4,5 bn turnover.I joined when the transformation to introducing Agile/SAFe across the global IT department was kicked-off. As Tribe Lead I was heading 5 scrum teams in the agile transformation and providing great IT solutions & digitalization of the Product Development, Sourcing & Buying areas.

ECCO is a global Shoe company operating the full value chain - from raw hide production - shoe production - wholesale, Retail and e-com. Global turnover is €1,5bn.Heading up two competence centres in IT serving the Sales & Marketing area + the Shared Functions area (Finance, HR, Collaboration)

4 months interim CIO

Heading up the IT area serving the Sales & Marketing area, the most significat focus area of the 2020 business strategy of ECCO.

I was heading up "Build" in a Plan - Build - Run organisation.Global responsible for ERP, BI, PLM & Infrastructure development. Team of 50+ globally spread employees. Leading leaders.

Danfoss is a global production company providing engineering solutions within Power electrics and hydraulic , Cooling and Heating with a global turnover of €10 bn.My responsibility was to facilitate and drive the portfolio of projects within IT Operations & Infrastructure development (50 million DKK). The aim is to create transparency as foundation for an open dialogue of prioritization, financial & activity perspective – including need for resource scalability forecasting - as well as improving the control and followup of project delivery in terms of Scope, Time & Budget. The portfolio covers larger resource demanding activities within: • Business needs• Service improvements• Cost optimization• Platforms performance & life cycle

Business driven:Infrastructure change, infrastructure innovation and the integration of infrastructure processes between applications and the business.

Globally responsible for Application and Business Integration and Application Development. Heading a global department of 50 persons located in 5 countries.The responsibilities include the following areas/technologies: SAP XI, SAP EP, SAP IPC/ISA, SAP NWDI, SAP ABAP, MS CMS, MOSS, IXOS, Eyes&Hands, ITIL, EDI, BPM & SOA, SEB, EA, IT Governance, Performance Management, e-Commerce/business & Branding

Internal Account Manager towards the Danfoss divisions. Acting as advisor and bridge between IT and Business, defining services and SLA's. Participated in Project Management forum including defining and describing generic project model and process steps in order to ensure uniform best practice IT project management

Responsible for re-building an IT Infrastructure & Department in the US Sales Company (Baltimore, MD) with 70+ users. Succesfully ensured an IT merge with a M&A. Part of Management Team.

Shop-floor IT support, Lean project participation, Supply Chain Performance Management