Working as Technical IT Project Manager for internal IT projects.

Enjoyed just short of five years with the excellent team in Quorum. Had the pleasure to work with clients like ATP/Udbetaling Danmark, GN, KOMBIT and others.

Due to sudden illness, the Solution Agile Release Train in the Collateral programme suddenly was without a Product Owner as well as Scrum Master. With his extensive experience with BI and Reporting in the past, as well as having deep insight in the program, Niels stepped in as PO/SM for the team at a very critical phase. Niels ensured the development and delivery of the programmes Basel reporting under quite difficult circumstances. All of this whil still maintaining his role as RTE for teams in 5 countries. After 3/4 year, a dedicated Scrum Master has been added to the team, where Niels continue as Product Owner.

The Collateral Management programme (below) decided to adapt Scaled Agile Framework (SAFe), as this is a direction Nordea intends to go, and it had a very nice fit with the programme. The programme established two Agile Release Trains (ART), with Niels as overall responsible for one of them. Niels' primary role is as Release Train Engineer (RTE), running the ART, facilitating progress, coaching and being part of different decision fora. The Train is international and intercultural, with off-shore team in India and local teams in the Nordics.Niels also participate in some of the key processes and events in the programs other ART (responsible for solution build), e.g. PI planning events, Epic creation workshops, Scrum of Scrums to name some.

Nordea is implementing a new pan-Nordic solution for Collateral Management, replacing old national legacy solutions. Niels was sourced in as a project manager for data cleansing and migration, as well as to help transforming the Way of Working to Agile principles. Niels was part of the programme from the start, central to driving the agile agenda, setting up processes and tools, and coaching the rest of the programme in the approaches, acting as the project-internal agile reference. Niels also designed and adapted the Jira setup to support the programme.Niels built cleansing and migration teams in five countries (Norway, Finland, Sweden, Denmakr and India). The cleansing of data had a very high priority, especially due to increasing regulatory requirements (Basel) and the financial impact of the capital ratio.The teams delivered well on the prioritised areas.

Principal Consultant, currently assigned to the IT Assurance and Delivery service with main focus on Agile and Scaled Agile Framework (SAFe).For main assignments, see below.

KOBRA is SKAT’s system for personal tax, and is the largest claimant towards EFI with approx. 17.5 bn. DKK of bad debt in 3m individual claims. The in-house developed integration broker component between the legacy KOBRA system and the newly developed SOA-based EFI system as well as modifications to KOBRA were not finished a few months before go-live. Niels was tasked to manage the project, with focus on the process of steering this incomplete system setup through an inevitable go-live. Niels successfully managed to ensure the go-live conversion process of the 3m claims into EFI. Subsequently, Niels maintained an ongoing deeply technical dialogue with the development of the broker component as well as presenting and prioritising the possible business scenarios with the business process and system owners in order to safely manage the sensitive interface and facilitate the flow of data taking the incomplete interface into account.

EFI reporting was during the project decided to be a task for SKAT’s internal BI department. Shortly before go-live, the BI PM left SKAT, and Niels made a rapid diagnosis on the state of progress, and identified a big gap to where it was supposed to be. He identified the effort areas that were most critical to address. After a period with interim PMs, Niels took over the PM role. Niels had the responsibility to establish reporting in three areas: Management reporting, including reporting to Folketinget, KPI reporting for internal steering and controlling, and operational reporting for daily production planning and operational management. Niels also improved BI development processes and established progress reporting. He participated in detailed information mapping and managed the supplier dialogue with respect to new data deliveries, including specific technical design of the data structure, content and protocol in cooperation with SKAT architects and supplier specialists. Concurrently, Niels supported the BI management group with recommendations and advise on future organisation of this area and other areas.

EFI was SKAT’s(The Danish Tax Authority) new automatic claims management system, handling the over 65bn DKK in private debt to over 700 public claimants, and at the time the biggest public IT programme in Denmark. Brought into the EFI programme in the programme office, Niels designed and implemented a programme-wide reporting and meeting structure that he headed. He also managed the change process, resurrected and managed the risk and issue process, facilitated the weekly reporting to top management and acted as a trusted advisor to the two project managers (IT and Business). Niels also facilitated the regulatory approvals of the EFI system (Datatilsynet, Rigsrevisionen).

At the time Cirkle K was known as Statoil Fuel and Retail. Niels was brought in as Project Manager for an application migration in a de-merger. The application portfolio was 400+ applications in 8 countries, an organisation to migrate with 100+ application leads. They were to move from the previous location in the left-behind mother company into an outsourced data centre. The Application track in the programme was in dire straits. Niels quickly established a 6 week recovery plan, defined a business aligned structure; re-organised the project organisation and established a planning framework and toolset. As a result, the project was for the first time able to report a credible, documented and coherent status, and the organisation was able to plan and execute in a common managed framework. This was a major reason for the decision to move the responsibility for the rest of the IT migration project from its previous place to the department Niels was operating in.

Worked as a full time consultant (in effect as an internal Rejsekort employee). Main responsibility area the economic part of Rejsekort, i.e. the full internal handling of financial transactions from the individual card transaction to the complex revenue split between the different transport companies. This included main responsibility for vendor negotiations, specification, process design, regulatory aspects and test. Involved in several other implementation areas/streams. Working closely with the Danish Public Transportation Companies as well as the French system supplier Thales in Denmark and France. Successfully navigated a complex and political environment to ensure an optimal outcome for Rejsekort, saving significant cost.

Responsible for developing and implementing new work processes in several departments in Movia to support the implementation of "Rejsekort". These processes were fundamentally new and crosscutting inside and outside of Movia in a way not seen before. Also representing Movia in testing and validating the solution and contributing to requirements.

Corporate IT Development Manager in Corporate IT with global responsibility for all IT Development activities, Including ERP, Data warehouse, Web, Knowledge Management etc. Responsible for three development departments.

Group Manager for Project Managers and a developer.

Project Manager in Corporate IT with responsibility for Global Notes/Domino roll-out and development, other IT projects.

Personally owned consultancy with two types of services. Bookkeeping and accounting for different size and type of companies. Ranging from day-to-day bookkeeping to delivery of final financial statements.Chief accountant for several investment companies investing in shares, bonds, futures, currency and interest arbitrage.Furthermore, developing of bespoke tools and models for business support in different companies and contexsts, primarily based on spreadsheets (Lotus/Excel).

Teaching in PC-knowledge, Spreadsheets, Word Processing etc.Help desk employeeDeveloper in ERP-package "Navigator"

Kursuschef at Multi-informs Aalborg office.