DTU - Technical University of Denmark

MIT Sloan School of Management

Leading Digital Transformation by Unlocking the Power of Data, Senior Director at A.P. Moller - Maersk

Drive data-enabled outcomes by engineering and delivering data products for the Corporate portfolio including predictive maintenance, workforce optimisation, M&A, financial optimisation, spend optimisation, and fuel/emissions optimisation

Drive data quality and compliance (privacy, security, competition) by transforming our data governance model (people, process, technology. Automate data management controls like access management and AIML governance. Lead data M&A portfolio and optimise integration speed and effort. Mobilise and drive Maersk's Data Ethics ESG Priority..

Managing a +60 people organisation, mostly data engineers and data scientists.

A.P. Moller - Maersk

Senior Director, Head of Data Excellence & Corporate Data & Analytics

Drive data quality and compliance (privacy, security, competition) by transforming our data governance model (people, process, technology. Automate data management controls like access management and AIML governance. Lead data M&A portfolio and optimise integration speed and effort. Mobilise and drive Maersk's Data Ethics ESG Priority..

Head of Data Excellence

Leading the integration of the 300 people and 150m USD IT organization from ocean carrier Hamburg Sud with Maersk Technology. Balancing safeguarding differentiating capabilities whilst shaping and mobilizing a portfolio to realize synergies.

Hamburg Sud IT Post-Merger Integration Lead

Introducing the Finance & Tax platform organisation, focusing on building world class engineering capability. Implementing S/4 HANA
+ Leading 80 IT professionals plus circa 200 external FTEs. +55 million USD budget
+ Designed the new operating model, organisational design and ways of working
+ Executed a comprehensive reorganisation
+ Delivering all change and support to our systems incl SAP ECC
+ Leading Maersk's SAP S/4 HANA implementation in Finance
+ Building up engineering capability for SAP

Head of Finance & Tax Technology

Introducing a product-centric delivery model gave full delivery responsibility for all technology in Finance, Procurement, HR, HQ Affairs and Enterprise Technologies
+ Leading 60 IT professionals plus circa 250 external FTEs. +40 million USD budget
+ Implemented a product-centric org design for +1000 FTEs
+ Implemented a SAFe Agile Release Train for 14 scrum teams in SAP Finance & Tax
+ Delivering all change and support to our systems incl SAP ERP & SAP HR
+ Delivering implementation programs for Workday and SAP S/4 HANA
+ Building up engineering capability for Identity, data and document mng
+ Workstream leader for Technology’s transformation for change delivery incl designing our overall target operating model and supporting organizational changes, reporting to Technology LT
+ Leading Maersk’s contribution to the first agreed blueprint across the shipping industry https://dcsa.org/

Head of Corporate IT (Finance, HR, Procurement & legal)

Promoted into heading up two capabilities both organizationally and career wise moving into our Maersk’s new Technology organization
+ Leading 160 analysts and architects plus circa 30 external FTEs
+ Centralized 4 departments into 1 function spanning the 2 practices
+ 20% rightsizing of capacity to deliver centralization synergies and better
allocation of people to initiatives
+ Implemented a federated architecture governance model
+ Developed career framework for analyst and architect roles based on SFIA and Lominger Competency Framework
+ As a senior technology leader, contributed to the technology strategy and driving its implementation

Head of Analysis and Solution Architecture

Promoted into the Process Design Authority for a 300 million USD program to one year later being promoted into department head with scope beyond the program
+ Leading 45 process experts and business analysts
+ Part of the program management and Process Design Authority
+ Built Maersk’s business analysis and process design capability
+ High performing program team incl highest employee engagement
+ Workstream leader for initiative introducing new demand, portfolio and capacity management processes in the newly established Technology organisation
+ Successfully led the sites recovery in HQ and Denmark in the wake of the Maersk Group’s 2017 cyber-attack

Head of Business Analysis & Process Design Authority

I led a 4 people team and served as deputy to the Head of PDA incl acting as interim head while the incumbent was on paternity leave. Main focus was 1) defining the Maersk Line product portfolio 2) define standard deliverables and methodology applied programme wide 3) capability building for the process architecture function

Director, Process Design Authority

Picked to take ownership of our pricing, segmentation and market strategy processes and applications, delivering improvements with executive sponsors
+ Managing 3 process experts and leading 3 virtual teams of a total 25 FTEs
+ Project manager on pricing standardization, reporting to C-suite
+ Standardized all pricing processes incl systems and pricing matrix
+ Achieved full functional compliance through change management
+ Standardized our segmentation market strategy processes

Business Process Owner, Strategy & Pricing Process Teams

Promoted to Atlantic Trade Management, later expanded scope to West & Central Asia. Motivated by this chance to understand our industry and business
+ Managing 8 trade analysts working across the different trades
+ Standardized performance monitoring across this 4 billion USD business
+ Led the engagement employee turnaround from bottom to top score
+ Implementing org with mass redundancy but still exporting all team talent

Team Leader, Trade Management

Handpicked to support the CPO in managing our Process Excellence, Service Centre and Technology functions.
+ Working with CPO to introduce required governance incl use of strategy maps
+ Increase CPO productivity via better delegation and communication
+ Implemented a visual management system to improve performance
+ Delivery cost savings projects across both CPO and HQ scope

PA/Chief of Staff to Chief Process Officer

Joined to help build the Process Excellence function as a response to Maersk’s challenges with integrating P&O Nedlloyd
+ Implemented IT governance for investments across 160 global systems
+ Globalizing IT governance to include all +1200 applications
+ Facilitated the investment review of development and run

IT Governance Manager

Joined to build the process improvement capability as part of the IT department
+ Designed the hospital’s process improvement and change approach
+ Improved workflow in the departments of mental health
+ Published research on digitalization benefits as part of workgroup

Publication: C. Hellstern-Haurslev, A. Harsmann: "Delrapportering for effektmåling af medicinprocessen og implementering af EPM: Førmåling". Referenced in "Information Technology in Healthcare 2007"

Arnt Harsmann