https://hypnose-nord.dk/

Ansvarlig for HR strategier, ansættelser mv.

Consultancy work, Agile development, developing organizations, teams and individuals under the umbrella progressive / sustainable leadership (structures, systems, processes, team competencies and self-organisation skills). Offering 1-to-1 executive sparring sessions. I am currently writing a book about good leadership practices.

Operating out of Aalborg and Aarhus as a counselor for leaders and executives in the technological space

MiraiMinds teach on sustainable leadership structures, processes, systems, team/communication and self-leadership. We leverage on evidence-based psychology. Working for organizations and their individuals.

Globally accountable for digitalisation of all Grundfos technical publication deliveries, front- and backend SW systems (Web+Cloud - through own development), product data and overall leader of 55 staff globally (5 leaders, 1 project manager) entrusted a budget of 36 million DKK. Strategic and tactical level. Starting as Department Manager, but promoted in 2013 to Director level. Had my own SW development, as a part of the organisation.SELECTED ACHIEVEMENTS• Increasing overall employee satisfaction from 59% to 82% in 5 years, and keeping the level. Nominated “sterling manager” twice (=strong, balanced leadership), ie. Top-5% of managers• Successful (full) Agile transformation in 3 months (2018) including relevant KPIs. • Transforming the organisation from a Bjerringbro centric model to a true, global organisation (called “oneTM”) comprising Germany, Finland, Russia, USA, China and DK• 2010-18: Establishing and growing a shared support center in Suzhou, China (DTP, technical drawings) incl. recruitment• Launching a customer sales point in terms of an installation and service Youtube channel resulting taking the lead in Grundfos with 6.7+ million views (as of Dec. 2018)• 145%+ efficiency gain by going from 322 annual publication releases in 2015 to 788 in 2018 (with few 5 people less).• Achieved a department high score of 96% in overall, internal cooperation, 3 successive employee motivation 2016 – 2018.• Successful launch of DITA as a platform project as a tech. pub. Standard and platform to support further digitalisation in 2015, including chasing funding of the necessary systems (>3.5 million DKK)

Responsible for the SW development strategies across the entire corporation (Denmark and Ukraine), i.e. 300+ developers.SELECTED ACHIEVEMENTS• Architecting and concerting the initial SW development strategy • Establishing a virtual network organisation fostering innovation and knowledge sharing• Implementing a standard model for the growth of the company’s knowledge assets

Helping the customer to reach time-to-market for a new product series; supervise the project, suggest and lead improvement initiatives (processes and product); testing and technical writing.SELECTED ACHIEVEMENTS• Introducing new workflows for issue management and product testing.• Specifying (and improving) part of the User Experience.• Providing a better overview of the project status and product concepts for implementation.• Steering the project safely to completion.

Leading 12 SW engineers and being dotted-line responsible for 40 offshore engineers and liaison manager for 70 engineers in Singapore and India. Responsible for the implementation of Scrum in the SW dept. (115 staff). Co-leading the first Google Android implementation and interim site manager during holidays.SELECTED ACHIEVEMENTS• Introduction of new processes• Supervising and ensuring the success of product projects• Conducting internal ISO 9001 audits• As liaison manager and responsible for the integration and communication, integrated 3 offshore sites (India and Singapore – 70 staff) with our own organization, drastically increasing our “muscle”. This included removal of cross cultural issues and establishment of common processes (involving lots of negotiations due to main differences in processes (Agile and CMM level 5 respectively). Selected to this task because of the need for skills such as cross cultural insight, diplomacy and insight in corporate wide processes• Helping a “derailed” and large project team (20 internals, 40 externals) back on track, by identifying and addressing the root causes (cross-cultural issues, lack of expectation alignment and improper goal setting).

Line manager for 26 UI and application SW engineers and 15 Java SW developers. Initiated a transformation towards more Agile processes (Scrum).SELECTED ACHIEVEMENTS• Led a (change) project with the implementation of Agile processes (Scrum) in SW (115 staff), improving employee satisfaction - gauged by an internal poll, reducing time to market and prioritizing the right requirements.• Matured Agile substantially by leading an Agile Best Practice team over a period of 1 year.• Introduced Appreciative Inquiry as an overall management concept in the SW management team. This comprised lots of convincing and education. Successfully led the adoption of the method, to address problems with declining motivation in the SW department

Line manager for the Project managers (20 staff). Responsible for project management certifications.SELECTED ACHIEVEMENTS• Secured full load for people in-house during a 1 year-long period with lack of projects.• Established the department from scratch (lots of convincing necessary).• Successful certification of all project managers (PM@Siemens and IPMA)

Establishing an R&D department from scratch (hiring, installing tools, processes etc.) Delivering a Bluetooth platform in only 3 months. During this period, I transitioned to Agile processes. Did some hands-on SW development as well. Comprised customer contact, business development and writing tenders.SELECTED ACHIEVEMENTS• Built-up a whole new R&D department, established the infrastructure, hired the people, established processes and delivered a basic product platform, in only 3 months.• Delivered relevant business cases, defined concepts for various new technology platforms and successfully completed 11 projects.• Delivered a Requirement and Development process. During a later period (2003) led an initiative to adopt Agile development processes.

Line manager for a cross-functional team of 10 SW and HW engineers (Connectivity).SELECTED ACHIEVEMENTS• Handled internal contracts between the Technology and Competence unit and the project organization with a good track record of meeting deadlines.• Created new telecommunication standards with a strong Siemens footprint, by being the company representative in 3G standardization work. This involved a lot of negotiation and politics involving competitors.

Lead SW developer and architect delivering 3 mobile phone projects.SELECTED ACHIEVEMENTS• Going through and delivered 3 projects.• Created new telecommunication standards with a strong Bosch Telecom footprint, by being the company representative in 3G standardization work. This involved a lot of negotiation and politics involving competitors.

Engineering software for a large radio network project (covering the landside tunnels for Øresundsforbindelsen) as a complete emergency radio system. After only 3 months, promoted to overall Project Manager of the project. Leading the project safely to delivery (accomplished!) This involved interfaces to public authorities and the management of partners (Belgium and Denmark). SELECTED ACHIEVEMENTS• Delivering processes for R&D so the company could become ISO9001 accredited.• Delivering the project to Øresundsforbindelsen and it is still operational today.• Successfully delivering and implementing an ISO9001 compliant integrated product development process.

Group leader and system architect for the complete production test setup, QA and service for a new digital DECT system. Performing hands-on SW development as well. I was directly responsible for purchasing assets amounting to 25 mill. DKK. Staff responsible for the team of 11 people.SELECTED ACHIEVEMENTS• The overall concept of test equipment was successfully delivered to production, service and quality on time, quality and budget.• Invented and engineered a capability analysis framework (process and associated software) drastically improving the overall quality and stability of the testers and improving the yield in production.

Maintenance and development of the client/server system (Unix) and Oracle databases at Thule Air Base and in Copenhagen. Teaching in common IT office tools (word processing, spreadsheets etc.) also for USAF staff.SELECTED ACHIEVEMENTS• Specifying, developing and commissioning a new personnel administrative system based on Oracle.• Establishing a new IT training center.• Suggesting and facilitating the establishment of a similar training center at the airbase’ recreation center, and conducted night classes on contemporary IT tools for USAF military staff and Danish, Greenlandic contractors.

Developer in a team of SW engineers working on a new production test platform for various analog mobile radio systems. Delivered 5 complete test systems inclusive of the company’s first fully automated system.SELECTED ACHIEVEMENTS• The first employee ever – to recognize and solve the problem with lack of part configuration management in mass production (suggesting the establishment of and leading a task force).