SGH Warsaw School of Economics

LIUC - Università Cattaneo

University of Mannheim

Principal Consultant at Thea Consulting

The Shipping Collective

Senior Consultant

Offering services as an IT Project Manager tapping into many years of versatile experience in IT Project Management and Process Management. For me adaptability is key – I will work with you as part of your team and will adopt your corporate culture. At the same time, based on my experience and best practice, I will fulfil my responsibility to challenge and improve solution to deliver the best result.

I offer my services primarily in Denmark, but gladly also within the EU countries. Working languages are English, Danish, German, Italian and Polish.

Thea Consulting

Principal Consultant

1. Implementation of Procurement System Emporio in Forenede Care A/S and Forenede Service AB.
Responsibilities:
- system implementation; setting-up suppliers and their e-catalogues (OIOUBL, PEPPOL and excel); management of masterdata; thorough system testing and handling change requests; user training; Change Management; designing user support process; Power BI; order-invoice-match.

2. Implementation of Workforce Management System Quinyx in Forenede Service A/S and Forenede Care A/S.
Responsibilities:
- system implementation; data set-up of collective agreements and hence automation of payroll process; user training management; embedding of the new business process; communication;  setting up User Support process; phasing out of the previously used system; project budget management; corrections to integrations with Sympa and Navision.

Forenede Koncernen

IT Project Manager & Change Manager

Development of IBM® TRIRIGA® to enable ISS to deliver service to Deutsche Telecom. 

IBM® TRIRIGA® is an intelligent asset management solution for integrated workplace management systems (IWMS) that equips the company to meet the needs of modern facility management.

Responsibilities:
- overseeing a project from its formation (Demand Proposal), through Business Requirement Setting, Functional & Technical Design, Development, Testing, Training till Productive Deployment;
- supporting and guiding the Business Owner throughout the process to ensure best IT solution;
- management of the Project Team, consisting of functional and technical SMEs, Business Analysts, Developers & Testers.

Completed 11 Demands - either functional within TRIRIGA® and/or including new integrations or their enhancements with SAP, Coupa, IFS/PSO (Dynamic Work Dispatching tool) and Doxis (Document Management System).

The primary working language was German.

ISS Deutschland

IT Demand Owner

Sofigate is a Business Technology Consultancy employing more than 650 people in Finland, Sweden and Denmark. Founded in 2003, Sofigate is the leader of IT Management in the Nordics and pioneer of Business Technology management in Northern Europe.

Responsibilities:
- working on customer assignments: large IT projects, where good cooperation between IT and business is essential;
- developing Digital Transformation Offering as a Service Area Owner;
- managing of partners (Amazon Web Services and Apptio) and business development within the cooperation areas.

Assignments at ISS World: ISS Global (Headquarters):
- Supporting the implementation of new ERP system (TRIRIGA®) ISS-wide as Process Manager
- Supporting the implementation of new PMO processes ISS-wide as Process Manager

Assignment at ISS Germany:
- Supporting the Implementation of the go-live of a new ERP system TRIRIGA® in Germany - Data Migration as Project Manager

Sofigate

Senior Manager

Responsibilities:
- laying foundation for a Business Process Owner function for the department (ca. 700 employees on shore and almost 10,000 at sea; department not existent at that time);
- supporting local transformation partners in strengthening the Maersk Line Operating System (business operating model);
- driving focus on process standardisation and process improvement initiatives through strategic actions and micro-battles; overseeing strategic initiatives;
- continued business process responsibility of bunker reduction initiatives under the Bunker Optimization Programme;
- continued supporting the building a new performance management system for vessels.

Maersk Line

Senior Business Transformation Specialist, Operations, Fleet Management & Technology, General Mngr

Responsibilities:
- business process responsibility of bunker reduction initiatives under the Bunker Optimization Programme;
- part of project team building a new performance management system for vessels;
- supporting roll-out strategy & implementation of new bunker (fuel) flowmeters across the vessels.

Senior Business Process Manager, Operations, Fleet Performance, General Manager

The Team supported CCO in improving the Business Performance.

Responsibilities:
- regularly cooperating with C-level leaders at the HQs and regional leaders (e.g. CCO, the Regional CFO community) and driving fulfilment of the commercial Scorecard KPIs;
- driving increase in the Detention & Demurrage revenue for Maersk Line and Safmarine by identifying revenue leakages and improving processes; setting scorecard targets;
- maintaining global reports enabling local teams to drive the day-to-day execution and improve performance;
- building a new BI application to provide visibility on leakages;
- managing of the Philippines-based Analytics team, who delivered the reports (ci. 10 people).

Business Performance Manager, Commercial Department, General Manager

Network & Product Department was responsible for Product Development, Management and Pricing. Apart from the core ocean shipping products, a significant portion of the revenue of Maersk Line stems from additional charges.

Responsibilities:
- managing of surcharges: service catalogue maintenance, surcharge pricing, tariff review, application rules setting, guardian of the authority matrix rules;
- improving of charge application ratio; yield optimization;
- development & maintenance of relevant reports.

Charge Management, Network & Product, General Manager

Building new maerskline.com - Customer Experience platform (X-Leap Project) as a member of Product & Usability team. 

maerskline.com is not just a website - it is a robust platform, where the Customers can place and manage bookings, complete shipping documentation, manage invoices and payments. No other ocean carrier could offer a similar solution at the time.

The X-Leap Project focused on delivering excellent Customer Experience and was carried out in close cooperation with a number of Customers across Europe. It followed the Agile methodology - it covered creating personas, user journeys, UX wireframes and scrum-based development.

Responsibilities:
- prioritising the ready-to-be developed web components based on customer research and other strategic criteria;
- maturing of the web components (analysis, process design, wireframes, stakeholder management, change management);
- early development of ‘Spot product’ – instant online booking (a novice in the industry).

Customer Experience Strategic Project (X-Leap); General Manager

Business Process Owner Function was responsible for managing of the sales processes and systems for 3,500 sales managers across 200 countries.

Responsibilities:
- delivering end-2-end process mapping;
- process re-designing and optimisation initiatives with the use of Process Excellence tools based on Lean and Six Sigma, resulting in increasing efficiency in the global sales organisation;
- establishment of sales process KPIs and monitoring performance;
- maintaining, developing and implementing standard operating procedures for the global sales processes.

Business Process Owner - Sales, Assisting General Manager

Scanavo A/S manufactures Special Media Packaging. With the partner Glud & Marstrand A/S it created a high-end and customisable product: SteelBook(tm).

Responsibilities:
- responsible for sales of SteelBook(tm) among the customer base in Germany, Italy, Poland, France and Benelux;
- senior management level negotiations with all major movie studios and games publishers;
- generating 50-60% annual sales (being 1 out of 7 Sales Managers); sales goals exceeded each year by 20-30%.

Dorota Soińska