Selected work

Change you can point to.

A selection of programmes where I helped turn complexity into measurable progress. The technology varied; the pattern remained the same — clarify the outcome, mobilise the right people and build momentum that lasts.

01Global logistics · Customer platform

From release trains to product momentum

The challenge

A globally integrated customer platform was constrained by waterfall delivery, long release cycles and complex coordination across locations.

My role

I led the transition to Agile product teams across Denmark, India and the US, aligning 45 professionals through roadmaps, backlog priorities, release planning, UAT and go-live governance.

What I did to make it work

I created the rhythm that connected people who were working across locations: a clear product roadmap, shared priorities, disciplined release planning and practical decision-making around UAT and go-live.

The outcome

Delivery cycles reduced from six months to around 30 days, while customer satisfaction improved and operational overhead fell.

45 people6 months → 30 days+30% customer satisfaction

02Logistics · Service transformation

Stability at global scale

The challenge

Critical logistics applications needed a consistent global support model, clearer ownership and more predictable service performance.

My role

I led shared-services and ITIL/DevOps transformation across distributed teams, strengthening incident, problem, change and vendor governance around 85+ applications.

What I did to make it work

I made ownership and service expectations visible, then used a simple governance cadence to bring operations, vendors and business stakeholders around the same service outcomes.

The outcome

The operating model achieved 99.9% availability and reduced IT operating cost while supporting business-critical services around the clock.

85+ applications60-person global team20% lower operating cost

03Global logistics · Data & analytics

Turning operational data into decisions

The challenge

Leaders needed more coherent reporting, reliable master data and stronger analytical capability across operational and strategic decisions.

My role

As BI Program Lead, I guided BI, advanced analytics and master-data initiatives with a team of nine consultants and vendor specialists.

What I did to make it work

I connected reporting priorities to the decisions leaders needed to make, while keeping the delivery team focused on data quality, useful dashboards and realistic adoption.

The outcome

The programme established enterprise dashboards and reporting capabilities that made operational performance more visible and decision-ready.

BI & analyticsMaster data9-person delivery team

04Technology · IT operations

One clearer front door for IT

The challenge

Inconsistent service definitions and manual processes made it harder for colleagues to find support and for IT to respond consistently.

My role

I led five consultants in standardising IT services through a unified service catalogue and targeted process automation.

What I did to make it work

I translated scattered support needs into a clear catalogue and practical workflows, giving users one understandable route to help and the IT team a consistent way to respond.

The outcome

The new model improved service response times by 40% and created a more consistent experience for users and support teams.

Unified catalogue5 consultants40% faster response

05Global pharma · IT consulting procurement

Turning procurement complexity into measurable value

The challenge

External IT consulting was being engaged inconsistently across the business, with limited central visibility, uneven compliance and fragmented commercial terms. Spend under management was approximately DKK 700 million.

My role

As Programme Manager and Product Owner, I shaped the business case, defined solution direction and backlog, and coordinated procurement, business specialists, developers and users through delivery and adoption.

What I did to make it work

I took the initiative to develop a clearer, more compliant model for IT consulting procurement. We established master service agreements with identified vendors, bringing decentralised hiring under a common commercial and compliance framework. I also led dashboards covering spend, supplier patterns, skills demand and typical assignment duration.

The outcome

The new model increased compliant spend under management from approximately DKK 700 million to DKK 1.4 billion, strengthening control and creating savings through standardised vendor agreements and more disciplined buying. An internal reposting process also moved from roughly three days to 30 minutes.

DKK 700M → 1.4B compliant spend3 days → 30 min100M+ DKK annual savings