IMD, Copenhagen Business School, Axelos, Scaled Agile, PMI, PROSCI, GDPR, ITIL, Enneagram Institute

Prosci

Axelos

Enneagram Institute

Copenhagen Business School

A.P.Moller - Maersk A/S

Director, Global Head of Process Excellence Academy

Heading up the Maersk Process Excellence Academy which was established in the beginning of 2022 to build process capabilities within Maersk. The aim is to accelerate process standardization and automation by increasing the process/operational excellence skills across the organization.
Responsible for ensuring effective design, development, execution and coaching of business-critical, sustainable Learning & Development (L&D) solutions within the field of Process Management (Lean & Six Sigma in a digital era), Process/Data mining, Process modelling, agile Project Management, Change Management, Facilitation and Digitization (Intelligent Automation).

A.P. Moller - Maersk

Director, Global Head of Process Excellence Academy 

Role is two-fold with both a strategic leadership element and a hands-on Lean Six Sigma Black Belt, who on demand helps to drive, coach and quality assure Strategic Initiatives for Maersk 
1.	Part of the Enterprise Process Management leadership team, who defines and drives the governance framework for Process (Transformation) Management in Maersk.  Govern, drive and enable company-wide process experts to re-engineer the Maersk process landscape, in partnership with our business platforms and digital partners - to deliver predictable and repeatable integrated product delivery to our Customers.
2.	As a Senior Process Transformation Partner (Lean Six Sigma Black Belt), I was assigned to help following key Strategic initiatives.
o	Coaching and Quality assurance of Global Sales Incentive Program to redesign & implement a new global process & tech support structure that moves away from traditional shipping setup to a more integrated logistics way of working 
o	Agile Program manager during program start-up phase to setup a new Strategic Transformation around a new global Contract Lifecycle Management solution. Work included orchestrating a 20+ project team to deliver a detailed diagnostic of existing setup and work with tech (platform) teams to detail out requirements for solution to be built

Director / Senior Process Transformation Partner

Helping Sofigate clients to achieve higher results - latest engagement examples:

Facility Service – ISS (Copenhagen)
• Programme Change Lead for global IT programme (20+ projects) with aim to strengthen IT security infrastructure to protect ISS from cyber threats and comply with global security standards (OCM role based on Prosci ADKAR methods).
• Created Programme and Project Change Management Strategies comprising of; 1) Change impact assessments, 2) Detailed assessment of To-Be changes from 20+ projects, 3) Stakeholder mapping & project communication plans
• Built Change engagement strategy with focus on regular 1on1 CIO feedback calls, co-create solutions with countries (Proof of Concepts & Pilots) and global townhall talks 
• Regular 1on1 project manager coaching including quality assurance of Change- and Process deliverables

Financial – Nets (Copenhagen) 
• Project & Change manager for delivering a Customer Service knowledge management project with usage of ServiceNow
• Part of MWB program enabling digitisation. Responsible for E2E mapping, data analysis and deriving at key operational challenges within Customer Service across 4 Nordic countries 

Financial – AP Pension Large national Pension Company (Copenhagen)
• Project manager responsible for implementation of ServiceNow platform & IT Service Management processes
• Organizational Change Management & Capability Transformation to move away from “everybody gets priority” and into a new Service Excellence mindset

Industrial – FLSmidth, Global Engineering and Manufacturing Company (Denmark) 
• Redesigned 2018 strategic program called ‘Operational Excellence’ to ensure faster payback and higher sustainability 
• Building complete workshop framework for Operational Excellence 2018 Program (agendas, scripts, slide decks, tool templates & room layout instructions) 
• Facilitation of ‘operational excellence’ workshops, which included advanced facilitation techniques, process mapping + various LEAN/Six Sigma tools

Sofigate

Senior Manager

Senior leadership member within global cross-functional program purposed to implement world-class ‘Revenue Management’ tactics and IT solutions within Maersk Line – world’s leading shipping company. Focus areas are Pricing, Forecasting, and Optimisation for Maersk Line to provide instant online prices and booking confirmation while ensuring highest possible utilization of our assets. 

As of April 2017 benefits realised are USD 50+ millions per annum out of a total business case of several hundred millions (5 times higher than original projected at this point in time) .

Business Change Lead accountabilities are:
⋆ Establishing benefit case realization approaches, targets and tracking mechanisms for all projects underneath the global program
⋆ Establishing global business change impact overviews to facilitate alignment between project members and standing organizations on where & how to go about necessary changes 
⋆ Stakeholder management planning and developing effective engagement tactics for entire program portfolio
⋆ Ensuring effective communications towards business impacted stakeholders (internal and external) in order to bring necessary process, IT and behavior changes 
⋆ Constantly assessing business change readiness to ensure successful implementation and adoption by the receiving organizational unit. This includes alignment across Maersk Line’s large ‘Must Win Battle’ program & project portfolio

Maersk Line

Business Change Lead - Global Revenue Management Program

⋆ LEAN/Six Sigma Master Black Belt leading a global transformation program with the aim at designing & rolling out a new global Organisational blueprint design to 430+ people spread over 48 country clusters worldwide
⋆ This included creating unprecedented detailed Implementation Handbook consisting of vision statement, blueprint designs, role descriptions, process maps with new roles & responsibility matrixes included. All used as part of roll out training material
⋆ Securing stakeholder management buy-in at Country Cluster-, Regional- and Centre Leadership level (Director, VP and C-level) to seize or handover certain non-core activities to other functions within Maersk Line without jeopardising business continuity 
⋆ Designed and executed a 3 day global conference with internal & external senior speakers for 100+ senior participants (General Manager to C-level)  to enhance cooperation between headquarter and Country Cluster Strategy & Marketing departments 
⋆ Designed and implemented a new Process Management Governance department in India accountable for LEAN/Six Sigma process management and continuous improvements

Program Lead - global Strategy & Marketing transformation program

⋆ Accountable for an IT development / investment pool of USD 19 millions to maximise return on investment for Maersk Line’s Strategy & Marketing department 
⋆ Accountable for a resource pool of +170 resources within Global Service Centre in India (offshored activities)
⋆ Management Six Sigma/LEAN consultant & workshop facilitation of 40+ events ranging from individual consultancy sessions with senior leadership (VP and C-level) to 4 days workshops with more than 40 international participants
⋆ Carried out individual  ‘career development coaching’ sessions based on Enneagram principles subject to Maersk leadership and Human resource needs

Business CIO with extended responsibilities (Senior General Manager)

⋆ LEAN/Six Sigma Black Belt heading up an internal continuous improvement team simplifying and standardising processes within Maersk Line's Strategy & Product department (covering a scope of 150+ people). This involved Portfolio management, methods & process optimisation
⋆ Project team was deployed based on leadership needs (VP and C-level) hereunder for process visioning design, process mapping, process baselining, root cause analysis, solution design & sustainability governance. One highlight was a global root cause analysis of frontline approval requests to the strategy department prior giving final booking or price quotes to all Maersk Line customers. Results were the implementation of a workflow tool which removed 50% approval emails (5,000 emails every week) enabling Sales and Customer service to give better service to Maersk Line customers
⋆ Coaching and certification of 7 Six Sigma/LEAN Green Belt trainees whom in order to get certified had to successfully complete large projects resulting in company savings ranging from USD 50,000 to USD 1,500,000
⋆ Certified as one of the first Maersk internal Six Sigma/LEAN super coaches used to certify other Maersk Black Belt’s readiness for coaching Green Belts

Head of Strategy & Product continuous improvement team

⋆ LEAN/Six Sigma Black Belt leading an international project team in a strategic LEAP project to develop proof of concept for a new efficient and more LEAN pricing model globally for Maersk Line
Model designed & tested in several countries, which showed up to USD 25 millions in benefits
⋆ Project manager for an Organisational blueprint design project resulting in the roll out of a new setup within Maersk Line’s Strategy & Product department (internally called 'End to End String Management') impacting 200+ senior employees from 23 different nationalities. Activities included; Organisational design, KPI structures, Role & Responsibility, Capability training and Physical office space optimisation

Project lead (LEAN / Six Sigma Black Belt) of Customer Service & Sales Process Optimisation project

⋆ Senior project member of an international project team of 16 employees who developed and implemented an efficient global pricing process across 136 countries in 8 weeks, realising savings of USD 42 millions per annum and a 160% improvement in the customer response time
⋆ LEAN/Six Sigma Green Belt leading an international project team to develop and implement a simplified a less error-prone global pricing structure (reducing amount of surcharge add-ons) across 136 countries, realising savings of USD 31 millions per annum

Project lead (LEAN / Six Sigma Green Belt) of Pricing Strategy and Process Optimisation Project

⋆ Succesfully handled bottom-line responsibility (profit and loss) for the geographical scope from all of Europe to Asia meaning annual volumes of 400,000+ TEUs (twenty foot equivalent units), USD 590+ millions in turnover. 
⋆ Responsibilities included Strategy development, Cascading to Maersk Sales agencies, Day-to-day Price setting, Product coverage, Network optimisation (supply/demand capacity management) and handling annual customer contract pricing negotiations

General Manager (P&L responsible for Europe-Asia container trade scope)

⋆ Delivered ahead of time and within budget the project of setting up the 1st 100% foreign owned shipping company in Vietnamese history covering physical office move, office layout, inauguration events, legal employee- and 3rd party contracts
⋆ Co-project driver in the USD 250 million investment to develop the 1st deep-sea terminal in Vietnam ("Cai Mep International Terminal”) resulting in the establishment of a joint venture company between APM Terminals and local port operator ‘Saigon Port’. Exposed to highest level of government relationship handling as part of the way to do business in Vietnam when operating as a foreign company
⋆ Representing Maersk Line (on behalf of Managing director) in various business chamber of commerce events in order to promote and conduct stakeholder management with large customers and government officials

Personal Assistant to Managing Director & Project Manager for high-profiled projects

⋆ Expatriated to Vietnam for a 2 year period. Part of Country leadership team
⋆ Business Process responsibilities included process redesign & performance management to reduce customer service booking & documentation mistakes leading to customer felt errors
⋆ Project manager for migration of Documentation process activities to Maersk’s Global Service Centre in Manila to improve customer service performance & achieve significant headcount savings
⋆ Increased after few month's the original job scope to include Marketing & E-commerce department pan Vietnam due to previous manager’s ineffectiveness 
⋆ Restructured Marketing's organisational design and setting the right team to increase Branding & Sales effectiveness
⋆ This included marketing campaigns, corporate social responsibilities (charities) and giveaway items
⋆ Driving the promotion of Maersk's E-channel business resulting in 150% growth in one year (from 40% to 60% across Vietnam)

Business Process, E-commerce and Marketing Manager

⋆ Collecting & analysing Maersk Line Leadership reports hereunder Monthly profit & loss reports, budget- and book closing reports

Management Reporting Assistant

⋆ Carried out all aspects of day to day operation in the most economical and efficient way for Maersk Tanker’s 13 Supertankers (VLCCs)
⋆ Tasks included being the link and advisor to captains, operation executives and external clients
⋆ Developed a new automated Performance Calculation tool, which vastly improved visibility to deal with bunker performance for all 3rd party time-chartered vessels resulting in DKK millions of savings

Maersk Tankers

Vessel operator

⋆ Responsible for both accounting transactions and distribution of accounting records for all Maersk Line agencies in Europe, Middle East and Central Americas
⋆ This included monthly invoicing, arranging money transfers in excess of 100+ million dollars and settling of Maersk Line agency disbursements on-time and at the right quality level

Maersk Group

Accountant assistant

⋆ Cleared by national police to work with classified and sensitive material
⋆ Combat System Operator on the world’s largest mine laying naval ship 
⋆ Responsible for tactical operation’s planning during day-to-day sailing, in real-life ‘Search And Rescue’ missions and NATO War exercises
⋆ Handled sensor equipment such as sonar & radar, and managed coded communication between ships, land and aircrafts

Andi Madsen