Marc Fraenkel

Experience

• 

  Forsvaret

  Dec 2001 - Sept 2014

  Officer in command of 150 employes, hereby 25 managers.My main areas of conducted expertise was- Direct leadership- Training performance- HR and logistical tasks - Senior project management.Other main taks:- To ensure all aspects of HR and suply chain management within economics, logisitcs and values as work ethics and empowerment. - To ensure the Defence’s values and goals are implemented and tasks are completed within the given framework- Preparation of targets, KPIs and action plans based on the organization’s mission, vision and strategy - Plan and execute own budgets- Continuous coordination and quality assurance of the implemented tasks in administration, management and training- Recruitment and hiring of new employees- Developing employees on a daily basis as well as holding semi-annual strategic development meetings with employeesResult: Steering, management and control. Established an understanding of my own strengths and interests within HR and management framework. Communication and a bigger-picture perspective. Show less

  • From Private soldier to Commanding Officer

    Oct 2001 - Sept 2014

  • Head of Department - Captain

    Jun 2013 - Jun 2014

  • Senior Training Officer

    Jul 2010 - Jul 2011

  • Platoon Commander

    Aug 2008 - Apr 2010

  • Military Police

    Dec 2001 - Aug 2004
• 

  NATO

  Aug 2003 - Feb 2004

  Military Police - Kosovo

  - Middle manager responsible for sustaining relevant laws and regulations - Search and investigation- Patrols with local law enforcementAdministration of Justice act and Penal Code- Writing of reports and handling cases- Cooperation with local law enforcement in searching and patrolling- Close protection for e.g. HRH Crown Prince Frederik and the Prime MinisterResult: Thorough knowledge of the judicial and executive powers in an international environment.

• 

  NATO

  Feb 2008 - Aug 2008

  Liason Officer - Afghanistan

  - Responsible for a variety of training projects in war theatre for Danish units (approximately 700 soldiers)- Responsible for sustaining contact between own organization, English and Afghan units throughout multiple operations- Suply chain manager of interests between Danish, British and American forces.- Briefing superior authorities, English as well as Danish, on current and future operations- Participating in the planning of operations on a higher level- Operative coordination of Danish, English and American units in and out of campResult: Independent analysis of situations and pragmatic solutions. Working with people under all foreseeable conditions. Show less

• 

  NATO

  Aug 2011 - Feb 2012

  Mentor and project manager - Afghanistan

  - Planning and execution of training programs by mentoring Afghan officers- Project management on a strategic level- Organizational development- Coordination and optimization of training conceptsResult: Understanding the implementation of political deals as well as a thorough and pragmatic cultural awareness. Flexibility.

• 

  Novo Nordisk

  Feb 2015 - Sept 2019

  People manager for approx. 10 project managers and head of IT and automation project portfolio - 50-150 million DKK. Contionus improvement of processes and maturement of portfolio management. Manage Senior stakeholders across functional areas and CVP/SVP level. Versatile Project- and People Management. 10-20DKM. 10-25 team members, Work Package Owners and 10-20 stakeholders internal and externally. Amongst others head of end-to-end IT/Aut. Track&Trace project with global interface. Project lead on ensuring Performance, Quality and Compliance - Performance management - Stakeholder management- Lean optimization and problem solving

  • Senior Project Manager IT and Automation, People Manager

    Feb 2018 - Sept 2019

  • Project Manager, IT and Automation

    Sept 2016 - Feb 2018

  • Project Manager, France

    Feb 2015 - Sept 2016
• 

  NNIT

  Sept 2019 - Jun 2021

  Senior Transition and Transformation Manager

  Execution of end-to-end transitions for private and public sector. Transformation activities by leadership alongside finance- and risk management to ensure robust project deliveries. Stakeholder management, problem solving and communication are turn key activities.

• 

  3Shape

  Jun 2021 - Mar 2024

  Head of Digital PMO and Transformation, People Manager

  Responsible for transformation projects executed by senior project managers working as direct reports. As 3Shape PMO I owned and practiced the use of our Project Governance Framework and support senior leadership team by portfolio management and prioritization of strategic initiatives based on business criticality and capacity.

• 

  MF Consulting

  Mar 2024 - Jan 2025

  Independent Consultant

  Management and consultancy within operations and strategy.

• 

  Defence Industry

  May 2024 - Jan 2025

  Chief Operating Officer

  Manufacturer of ammunition.Responsible for operations and leadership alongside business development.P/L responsible and daily management across departments within Production, Sales, Suply chain and R&D.

• 

  Tardigrade Tactical

  Jan 2025 - now

  Chief Operating Officer