Rasmus Carstensen Email & Phone Number

Horsens, Dk

Key Results: Future organization and operating model. Design and development of the new organization for future success on deliverables and strategic targets. Build-up sourcing-strategy for new operating model 2024-27 Strategy development Roles, responsibilities, mandates, and deliverables WE Leadership Framework – Strategic uplift on how we manage and lead to thrive, evolve, and perform. Employer happiness: 78 -> 81. Employer loyalty: 83 -> 87. User satisfaction: +5%. Economic performance: +8%. 2023 projects: 93% complete. Responsible for data- and digitization strategy execution in Data driven Workplace. Recruitment and Management of youth talents as main resources in development and execution of data- and digitization strategy. Norlys evolved to be front-runners within data driven workplace in short time. Economic operating model. Full P&L restructuring with roles & responsibilities TeliaDK carve-out due diligence. Track-lead within WE Due diligence multiple M&A cases Norlys Workplace Strategy. Common strategy across IT, HR and FM to align the vision of Norlys as a great place to work. Role as lead architect and Senior Executive Management representative Design and startup of two new departments – Workplace Innovation and Physical Security. Value creation, Roles, and responsibilities. Recruitment of team lead and team members. Onboarding and go-live. New organization “Norlys FM 2.0”. Design and development of the new organization for future success on deliverables and strategic targets. Strategy 2023 development and execution-lead: Proactive and value-creating REFM. Maturity-rating (scale to 5): 2.3 -> 4.0 Norlys Energy Trading project owner for FM stream. Assessment, business case, Senior Executive Management decision presentation, project fulfillment Polaris (New Aalborg HQ) pre-project phase. Assessment, business case, Senior Executive Management stakeholder management. Recruitment of main-project resources

Key Results: Integration and synergy portfolio. Successful end-to-end management of portfolio containing 11 separate projects. Executive leadership steering committee. Uplift and transformation of primarily operations minded organization to development mindset. Pre-merger phase. Analytics, prepare for closing, and 100-first days sprint. Intensive stakeholder management and organization mobilized.

Silkeborg, Region Midtjylland, Danmark

Key Results: Day 1 compliance. Successful end-to-end management of huge and complex programme with group-wide stakeholders and 100+ project participants. Group Executive leadership as steering committee Handover and buildup of internal organization to manage future compliance and further development on data-handling. State-of-the art procedures, tools, and readiness.

Key Results: Broadband tender. Development of business concept for Government broadband tender. TDC won majority of the funds offered. Decision algorithm and concept. Development of data tools and policies for infrastructure investments. Successful management of 100 DKKm per year investments Controlling, forecasting and CAPEX management. Development of norm and guidelines. Day-to-day management of decisions

Cand.Scient.Oecon, Math, Economics

cand.scient.oecon, speciale i Operationsanalyse. Supplerende kurser i virksomhedsledelse

Apmg, Prince2 Practitioner

PRINCE2 Practioner

Diplom, Ledelse

Diplom i Ledelse