Full responsibility of the entire BIDS team and part of Senior Management group in Defense. Besides daily management of the team and projects the primary focus is to execute the strategic decision to bring BIDS closer to the business.

Part of the Business Intelligence & Data Science department (BIDS)New team with focus on Technology and innovation. A team with 3 project managers/business innovators and 2 specialists within DS and business Intelligence. Primary focus so far has been on setting up the team and the structure around it.• Set a direction/purpose for the team• Initiate work on “Our way of working”• Definition of roles in the team• Day-to-day managementPeople Management. Responsible for individual and team motivation and development. Such as:• 1:1• Development talks• Definition of Bonus goal• Performance reviews• Salary talks• Team buildingProject/program Management for the teamWith employees om multiple projects within different Business Units there is a need to manage this complexity.• Resource overview• Match competences and tasks• Weekly team meetings to align/relocate resources if needed• Dialogue with BUs on future projects – to generate pipeline of tasks/projectsPart of BIDS management teamManagement of all 35 employees and all projects across BIDS, we have to:• Coordinate resources across• Align communication to BIDS• Follow up on budget for BIDS• Drive organizational changes

Part of the Business Intelligence & Data Science department (BIDS)New team with 6 specialists within data science and 2 student workers. • Setup structures for running the team• Involve Senior employees in creating a good team culture• Set direction and implement team principles• Day-to-day managementProject management of DS project – Thisted project: https://fritældreliv.dk/teknologi• Running Internal and External steering groups• Responsible for the budget• High level task assignment• Dialogue on project decisions with client and team• Contract with sub vendorsIt also involved much focus on People Management and Project/program management for the team as described in the role as team lead for Project & Innovation. Also part of the BIDS management team.

Responsible for operating excellence in the design organization. Define, design, and implement process improvement as part of the LEGO Development Process; ensure integration and alignment vertically and horizontally in Design and across the entire PMD organization.• Drive the development and integration of processes and tools in the Design Organization. • Update and maintain existing processes and tools. • Ensure close collaboration with key stakeholders within and outside the Design Org. • Drive the digital transformation for tools and processes to take it to next level, harvesting the benefits from a digital platform. • Drive and define improvement projects aligned with business strategies and priorities. • Representing the Design Organization on cross-functional projects and meetings. Specification of some of the tasks:I. Updating work practices and designing a new tool between LEGO Agency and design organization with focus on the automatization and utilizing data.II. Development of new version of SKU book (tool for designers/managers) in cooperation with master data and IT. A short design thinking process followed by development sprints.III. Implementation of experience design with external partner - understanding and mindset.IV. Rescoping career paths and titles within the design organization including workshops, management dialogue, IT involvement and stakeholder management in general.V. Organizing of Creative Review. A review of the portfolio 4 times a year for all creative leads and design management.VI. Create the concept "Show & Tell" in a digital version, which most of all was a clarification on concept content and form with relevant stakeholders.

Tackle problems or challenges within the different business units using a design thinking approach like:I. Process description to handle the very "fuzzy front end" of development projects and introductory courses for development consultants.II. User journeys and user insights III. Facilitating process for a vision description for Fuglsang lake and digital platform version 2.0 for Clubs. Create insights to management based on data and analysisI. Provide insight into the reduced costs of getting young people to take an education and set up profit scenarios.II. Service experience among companies and citizens III. Clarification of use patterns and user needs in internal time registrationSparring partner/advisor for other departments on issues such as employee engagement, citizen involvement and surveys.

I was responsibility for developing new concepts and update existing concepts and part of the management team.-Stakeholder Management - involvement of relevant stakeholders and mobilize support.-Project management – including dialogue with CEO and region managers to agree on project scope and secure progress.-Presentation - of ideas and new concept to departments and managers and survey results on customer projects for project groups and/or executive teams.-Customer involvement - gathering customer feedback on new concepts and involvement in the development process.-Facilitate workshops – within the development process.

In charge of some of the bigger Ennova Projects for clients such as Coloplast, Vestas and Danske Bank- Dialogue with the customer throughout the project to secure that their needs are meet and advising them on relevant topics- If unmet needs where identified I developed new concepts to the customer- Responsible for subcontractors and negotiation of contracts- Workshops with or presentations for the customers- Lead project teams and ensure delivery to the agreed deadlineBesides external projects I had internal responsibilities such as:- Sparring partner for the other consultants in the department- Responsible for internal projects such as a new competency model to be use in all consultant departments- Definition of and responsibility for the project management process at EnnovaSubstitute department managerDue to maternity leave I took over the responsibility as department manager. As well as undertaking projects I also had responsible for:- Coordination of the department's projects- Follow-up on the resource situation- Running department meetings and coaching the individual employees on their projects- Introduction of new employees

As project manager/Analyst my primary tasks were:- Plan and ensure project progress- Dialogue with the customer’s project team- Plan and follow-up on data collections- Setup report systems- Data management – secure a good dataflow from data collection through data analysis to the finished reports- Quality control of the deliveries to the customer