Robert Hald Email & Phone Number

Roskilde, Dk

Humlebæk, Denmark, Dk

Senior Director - Innovation. Head of Innovation & R&D Project Portfolio in Ostomy Care.Heading a team of Project Directors, managing Innovation projects.

Humlebæk, Denmark, Dk

Director, Line manager of three teams, Engineering and Designing Medical Devices within Mechanical and Mechatronic areas.

Copenhagen, Valby, Dk

At FLSmidth I am head of R&D and Innovation where I lead a global R&D organization, with three departments in Denmark, and one in India.I manage the strategy definition, being responsible for the innovation culture change, the sustainability agenda, and the research and development roadmaps definitions. I’m also responsible for the the R&D Project portfolio and the projects within, the technology development, building the internal process-optimization, formulating the external open innovation agenda setting and R&D KPI definitions, stakeholder management, risk management as project controlling parameter, and Stage-Gate process improvements.R&D strategy is proactively being business challenge-driven, securing the innovation pipeline from newly established research tracks and technology development – and building this challenge-driven culture further. Project success rate increases, focusing on initial scoping and conceptual studies, business case validity, and final launch processes.Sustainability changed from initially perceived as an industry-risk, now being perceived as a huge opportunity and as such changing the strategic R&D approach from reactive to very proactive. Employee satisfaction within R&D improved and stakeholders are now discussing budget increase instead of layoffs, due to the progress and results coming in. RESPONSIBILITIES✦ Management✦ Technology development✦ Develop the R&D strategy✦ Managing R&D and Innovation ✦ Responsible for the innovation culture changeRESULTS✦ KPIs redefined and aligned with top management. ✦ Risk management implemented as a central tool securing project deliveries significantly ✦ R&D strategy developed with a new focus on open innovation and technology development✦ Clear mission and vision statements defined within R&D, aligned throughout the organization✦ Innovation processes clear, implemented and integrated into the also new re-established Stage-Gate process

Allerød, 3450,, Dk

LaboGene is a Market-Leading Danish manufacturer of scientific and medical devices and process-equipment used for medical, pharma and food ingredients production, scientific research and pharmaceutical quality control and -testing.At LaboGene I am part of a new management team undertaking a major turnaround. I have 11 direct reports in the technical organization, senior project managers, Engineers, Ph.D.’s and specialists plus additional 5-10 external consultants.Responsible of Market and strategic Technical Roadmaps based on analysis of market megatrends, Project portfolio, Sales of B2B customized products,R&D and Business implementation and service organization.Managing the development of new cutting-edge advanced laboratory equipment products within the areas of generic medical devices, designed for use in the pharmaceutical and biomedical industries. Managing Engineering of projects inclusive customization of existing products.RESPONSIBILITIES✦ Management ✦ Business implementation✦ Responsible for B2B Sales✦ Managing service department✦ Managing the development of new cutting-edge advanced products RESULTS✦ Reigniting and redirecting the company✦ Defining new ways of approaching the market✦ Increasing market share, sales, and earnings✦ Defining, designing and implementing a new business model ✦ Transforming the organization into a longer-term strategic thinking unit

Hedehusene, Dk

I was the People and Process manager of 40 direct and international located reports in an international department in a matrix organization. I was responsible for all Innovation Processes, R&D output and Business implementation of R&D activities.Budget responsible, CAPEX-investments responsible and Strategy forming, aligning and executing.I successfully changed the organization consisting of 80+ employees organized in four sub-departments into one coherent department organized in a matrix structure with a knowledge-driven structure.Resource allocation and coordination of employees towards an average of 30+ ongoing development, engineering- and research-projects involving more than 250 worldwide employees in total.Responsible for project portfolios: Materiel- and process research, science and development portfolios. Also responsible for 3 laboratories (one in Poland, two in Denmark) and QM/QA/QC purposes.As an international Innovation Manager; I was responsible for the overall Innovation Processes and Innovation Climate.RESPONSIBILITIES✦ Budget responsible✦ Management of 40 reports✦ Responsible for project portfolios✦ All Innovation Processes, R&D output✦ Strategy forming, aligning and executingRESULTS✦ Reorganizing and downsizing✦ Successful launch of a knowledge-sharing network✦ increasing output significantly (+30%) by a focused approach✦ Employee satisfaction surveys in my area 4.7 on average out of 5 ✦ Changing the organization from 80+ employees organized in 4 sub-departments into one coherent department

Hedehusene, Dk

Head of the department in Group R&D with 14 senior project managers in Denmark and abroad. Responsible for production process development projects, new product development, addressing the new market situation (financial crisis) and adapting the organization for this reality. RESPONSIBILITIES✦ Management of 14 reports✦ Production process development projects✦ Rebuild confidence and new core competencies ✦ Redefining R&D strategy to a new market situation✦ Restructure project portfolio to new market reality RESULTS✦ Cutting down and resizing with new R&D-business focus✦ New projects finalizing successfully and according to plans✦ Successfully targeting the new themes in the economic crisis✦ No employee turnover in the process and got an employee satisfaction score of 4.3 out of 5✦ Cut budget by 70% and increased at the same time the output of the projects by 20%

Horsholm, Dk

As head of the department of 12 employees and leading Project Manager, I was responsible for New Products Development, Accessories. My role was toanticipate and describe future product needs of the market, implementing of R&D projects that met these needs and management of these until the market implementation phase. The department analyzed and screened all new projects for technical, business and market viability. The portfolio manager of development projects in the early stages of product development. Results: Developing a totally new product platform-based product program for electrical windows and accessories in the Velux product program, marketing it in all European countries and securing double-digit growth.RESPONSIBILITIES✦ Management of 12 employees✦ Completion of all analytical projects✦ Portfolio manager of development projects✦ Defining and implementing R&D projects✦ Anticipating and describing future product needs of the marketRESULTS✦ Securing double-digit growth ✦ Implementing a new global product platform✦ Successfully implementation of R&D projects✦ Developing a total new electrical product program✦ Changing product definition mindset from reactive to proactive market understanding

Horsholm, Dk

As Department Manager of Product Management - a department of 8 employees - I was responsible for the product portfolio in the market and for defining products to hit the market 2-8 years ahead. I established this new department regarding procedures, strategies, goals, and visions.I created product strategies and strategic product portfolio plan, defining growth targets and following R&D plan. I managed the assessment and maturing of technologies towards the strategic scope and identified future product opportunities within the given business model and the subsequent commissioning of these R&D projects. The department developed business cases to demonstrate the potential business of each project and I was furthermore managing the patent portfolio and the patent manager. Furthermore, I was project manager at the world's first fully-electric roof window nominated for DI's product price 2006 - a project involving up to 100+ employees from various Velux locations in Denmark and abroad.RESPONSIBILITIES AND RESULTS✦ Manager of 8 employees✦ Development of business cases✦ Manager of the product portfolio✦ Established a product strategy and strategic product portfolio plan✦ Establishing the department regarding procedures, strategies, goals, and visions

Horsholm, Dk

As Technical Manager I was Head of electro-mechanical product development; a department with 9 employees.Was overall responsible for products to meet technical and economic requirements.Continued project manager on large scale international product development projects (100+ FTEs involved).Develops new procedures for managing projects, based on the Coopers Stage-Gate model. Introducing quality measures of the department's output and ways to measure and visualize them. Budget management.RESPONSIBILITIES AND RESULTS✦ Manager for 9 employees✦ Develops new procedures for managing projects✦ Head of electro-mechanical product development✦ Introducing quality measures of the department's output✦ Responsible for products to meet technical and economic requirements

Horsholm, Dk

As Technical Manager I was Head of a workshop attached to the development.Develops and implements a three-way split of the total product development process and organization in an executing, testing and a specifying department, in collaboration with top management and adapting the organization to the new structure.Continued senior project manager on major group projects.

Horsholm, Dk

As Senior Project manager I was responsible for developing a new global modular technology platform for the entire product range of Velux electrical products. (io-home control).The project involved up to 60 engineers with such diverse skills as SW, HW (ASICS, RF) mechanical engineering, manufacturing, testing, quality, product management, marketing, after-sales, purchasing, etc.Secured consistent communication between the project and a large surrounding organization; drafted early in the project a thorough risk analysis which became a common guideline for project planning and management throughout the process.Secured organizational commitment to the project both within the project and division, and outside.Built successfully a strong team across the organization, divisions, companies, and countries managed to fulfill the objectives of the project, despite rapidly-changing environments and conditions.

Horsholm, Dk

Product Care responsible for the entire portfolio of electrical products towards market and production.Project leader (and inventor of) pioneering electrical window opener concept, which replaced all existing platforms in the European product range. At the same time project manager for the changes to all the other products and platforms in the product range.

Horsholm, Dk

Optimized existing electromechanical products. Responsible for the development, production and product quality. Mechanical engineer in cross-organizational projects. Responsible for the mechanical construction in the project teams.

Master Of Business Administration (M.B.A.), Executive Mba

Bsc - Me, Mechanical Engineering, Mechatronics - Apparatingeniør

Eba (Engineering Business Administration), Strategy, Organisation, Management, Marketing, Business Development

Additional Mechatronics And Dynamics, Mechanical Engineering, Mechatronics

Mat-Fys Student