Director PMO Integrated Health Solutions, Medtronic (Medtronic is an 85k employee sized company, that started Integrated Health Solutions, a first in market supplier of total turnkey and services models for hospitals). Sep 2015 – current Overview: • From a family owned Italian company via M&A to EMEA coverage. From no project management to running fully implemented ePMO. • Launching 40 projects annually with direct reports of 10 Sr PMs, of total contract value 450M$. • In a year setting up 3 new entities in countries where Medtronic was not present. • Office location in Italy, but approx. 1/3 of time travelling. Prime responsibilities: • Completed the establishment of enterprise PMO in a M&A setting. • Running customer and internal improvement portfolio of programs and projects. • Launched enterprise tools and financial recording. • Running a Sr team of PM professionals and I coach management peers within organization. • Build operational playbooks and quality assurance in and outside the PMO. • Engaged in and running portfolio of strategic and operational improvement projects. Results: • My department are interlinked and central for any customer business execution, solid positioned and highly respected for results generated. • I and my team are widely used and engaged as professional problem solvers and works cross functional on improvement projects. • During initial two years, project run time was reduced with 3x. • Efficient launch of customer projects, including legal entities for operation, at even remote locations of EMEA. • Employee engagement score above 97% – best team with business group. • 3B$ contracts,175 accounts in 25 countries during my 3,5 years.

PMO Manager, Radiometer Medical ApS (Radiometer is an international company developing point of care medical devices. The portfolio of projects contains device specific software, middleware, electronics incl. FPGAs and chemical reagents by immunoassays). Nov 2013 – Aug 2015 Prime responsibilities: • Improving Project, Program and Portfolio Management. • Establish PMO function reporting to business division VP. • Implementation of tools to optimize organization. • Improve Virtual Team efficiency. • Apply Lean and Agile tools. Results: • Introduced PMO as integrated part of business and management. • First training iteration for Teams and PMs completed. • Now moving into dedicated 1:1 coaching of group managers and project managers. • Tool implemented that have improved the daily and visual management. • Running lean Kaizen activities covering agile, war-rooms and speed design.

Manager for the Enterprise Project Management Office in EMEA, Intergraph (Intergraph delivers large projects for private and public companies within, public safety & security, utility & communication and geospatial analysis. The projects contain standard software, individual customization and changes to organization). Nov 2009 – Oct 2013 Overview: • My territory was mainly Europe with approx. 20 locations. • Two direct reports (located in East Europe). • 80 indirect reports. I was responsible for the professional level of PMs. • Own office location in Denmark, but approx. 1/3 of time travelling. Prime responsibilities: • Initiation and establishment of enterprise PMO from scratch. • Implementation of tools to optimize organization. • Increase near- and offshore usage. • Establish a PM community and increase knowledge and professionalism. • Increase company maturity on project execution. • Apply portfolio management. Results: • The PMO is now a solid and anchored part of the organization. • The tools addresses the organizational needs on projects defined widely. • Offshore usage have been increased by 300%. • PMs are professionally trained and have defined major roles. • From maturity just above level 1 on P3M3 scale to now at level 3 in most cases. • The portfolio management is now applied.

Project Manager & Project Methodology Manager at Intergraph, Denmark Jan 2006 – Oct 2009 Prime responsibilities: • Management of projects up to DKK 100 million. • Being the 1st adapter of an Indian offshore team. • Portfolio management. • Project Methodology and Quality Assurance. • Executing projects with complex stakeholders and strong political agendas. • Contract negotiation. Results: • Successful 1st Danish project in the industry using new data model for sewage. • Profitable closure of projects due to political full stop from the government. • Established lasting relations and project execution model using offshore from India. • Within the first weeks of working in company, I established a minimum project model. • Executed teams using staff from; India, Spain, Germany, Russia and more. 

Program Manager at Vitesse Semiconductor, (Vitesse is a fabless development and manufacture of silicon semiconductors for fast networking device. The office in Denmark is predominantly designing Ethernet devices. Vitesse acquired Exbit in June 2001). Jun 2001- Dec 2005 Prime responsibilities: • Program management of 5-6 concurrent ASIC projects at different stages. • Improve the predictability of backend design cycle in duration and cost. • Enhance project execution maturity. • International project execution with sites in India, Denmark and USA. Results: • Won “Elektra 05 European Electronics Industry Award – Project Team of the Year”. • Industry first designs, meaning expedited projects from concept to product launch. • Reduced cycle with months by focus on backend activities and improved scheduling. 

Program Manager at Exbit Technology, (Exbit was a start-up company designed to be sold with industry leading technology. I was part of the start-up from day one until acquired by Vitesse) Jan 2000 – May 2001 Prime responsibilities: • Establish project management capabilities from scratch. • Active management role in ramping up the company. • Management of outsourced design to Fujitsu (Germany) and National Semiconductor (India and Silicon Valley). Results: • Successful project execution enabling sale of company. • Running projects with bare minimum of tools, still meeting aggressive targets. • Implemented 3 time zone engineering production cycle, meaning almost 3 x speed.

Quality Assurance Manager and Program Manager in CTS Nordic. (CTS Nordic, also labled as Cubic Transportation Systems are delivering advanced ticketing systems for the public transportation sector) Jan 1997- Dec 1999 Prime responsibilities: • Maintain ISO9001 certification and add continuous improvement. • Program management of projects in Denmark, Norway, Italy and Argentina. • Account management within same territory. • Cold and warm canvassing. • Manager of the technical documentation department (2-3 direct staff). Results: • Extended and implemented the quality assurance requirements to supplier level. • Successful project delivery to new and existing customers. • Delivery to Argentina handling letter of credit, export and import complications. • Launch of new technical documentation suite.

Marketing Manager and Program Manager in CTS Nordic, Jan 1996 – Dec 1996 Prime responsibilities: • Marketing Manager • Responding and executing RFI, RFP and EU tenders • Contract negotiations • Program Management in Norway and Italy

Program Manager in CTS Nordic, Jan 1995 – Dec 1999 Prime responsibilities: • Execution of projects • Worked for 5 months on preparation and running of a DKK 75 million arbitration case in Norway, along with Norwegian lawyers Project Administrator in CTS Nordic, Oct 1992 – Dec 1994 Prime responsibilities: • Project Administrator – plans and schedules, project-meeting facilitator, change order tracking etc. for a turnkey project worth approximately DKK 150 million for Oslo city and suburbs Member of WeBoard (WeBoard provides free Advisory Board function for young or start-up companies). Oct 2013 – Overview & Results: • Advisory Board member for “I Like Locals” and “WeBoard” • Providing advice addressing their product and funding issues

Education, Training and Certifications M.Sc E. 1992 • Graduated from the Technical University of Denmark. Majored in electronics, and supplemented with classes in finance, organisation, project management, strategies, and others • Title for thesis: Design of protocol co-processor (ASIC design) Certifications: • 2018 IPMA A, Director Projects (very few is able to obtain this certification) • 2010 ScrumMaster, Management of agile teams • 2009 P30 Portfolio, Program and Project Management (foundation) • 2009 Prince2, Project Management (foundation) • 2009 IPMA B Sr. Program Management (license renewed 2014) • 2008 IPMA C, Project Management • 2007 IPMA D, Project Associate • 2006 Oracle fundamentals II • 1996 Quality Assurance Manager ref. the standard of EOQs • 1996 Lead auditor

Language • Native Danish • Fluent in English • Read and talk Norwegian • Listen and Read German • Basic Italian understanding