Eggert Cederholm

Experience

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  PA Consulting Group

  Jan 1987 - Jan 1990

  Management Consultant

  Lean and BPR programs for customersReduction of complexity in business processes

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  Danapak Flexibles A/S

  Jan 1990 - Jan 1995

  Head of Logistic & IT

  Member of the local executive group and daily manager of department with 9 employees. Responsibility for development and adjustment of DPs operational platform & functionality. BPR Efficiency enhancement on a daily basis. Results:• 50% efficiency process improvement focussing on inbound and outbound logistics and IT-based forecasting and follow-up on daily performance, measurement of production speed, order sequences, etc.• Cleanout with 5S activities and Kanban for selected materials and products Show less

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  DI - Dansk Industri

  Jan 1995 - Jan 1999

  Productivity Consultant

  Continuous Improvement and general efficiency promotion – development and implementation of programmes for member companiesResponsibility for sale and execution of the top executive programme at the Confederation of Danish Industry (DI): Management of organisational and technological changeResults:• Productivity enhancement in Danish industrial enterprises. Continuation of organisational collaboration between lobby organisations in Denmark, focussing on efficiency. (Collaboration project with the Danish General Workers’ Union, the Union of Danish Metalworkers, the Danish National Union of Women Workers and the Danish Association of Managers and Executives on).• Continuous Improvements running in collaboration with Danish and Swedish universities and business schools• Establishment of a role for DI in the training of top executives with a focus on transformation and technology change• Sale and completion of training programmes in specific member companies• Introduction to benchmarking in practice, based on studies at 3M, HP, Gillette and MIT, Boston. Show less

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  Implement Consulting Group

  Apr 1999 - Jan 2005

  Senior Management Consultant

  Project Management and Leadership Development. Development of project organisations to excellent level. IT & technology based development organizations.Certified Project Manager.Experienced and skilled Product Manager and consultant for more than 20 years

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  Implement Consulting Group

  Apr 2005 - Sept 2008

  Partner

  Senior partner. Member of the strategic managementFocus on Business Strategies, Governance, portfolio and project management.Responsibility for business area:• Development and operation of new business line (Implement Academy) – from 0-10 million in revenue• Global business transformation and project & portfolio implementations (See customer list below)• LEAN efficiency programmes in organisations for customers• Leadership development in large organisations for customers• Partner with responsibility for Implement open course program and Project governance• Provision of new technological options for customersResults:• Sale and delivery to large scale accounts• Leadership in and development of own organisation• Development of new markets and concepts• Credibility in respect of deliveries and quality of service• Certification processes: IPMA, PMI, ITEL and Prince2 at customersCustomers: Bang & Olufsen PD, GN Netcom PD, Maersk Data Defence Systems (now SAAB), Brüel & Kjær, Skov A/S, PFA Pension, Danish Regions, Danish Railway Agency, Danish Design Centre, Confederation of Danish Industry, NCC, FIH Erhvervsbank, the National Rail Authority, Løvens Kemiske, municipalities, Flextronics, Implement Academy, and more…... Show less

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  FIH Erhvervsbank A/S

  Jan 2008 - Dec 2012

  EVP, Portfolio delivery & It development

  Member of the FIH Executive Committee from January 2009 charged with strategic IT/Business Portfolio, Project Management and Business Solutions department. In charge of 37 employees (descending through period)Selected deliverables:• Management of FIH’s strategic project & portfolio management and business solution teams • Implementation of agile and scrum development• Strategy, Business roadmaps, and IT roadmap• Lean: Improving efficiency of the unit’s actions, processes and governance• Monitoring and preparing portfolio presentation to Executive Committee• Professionalization of collaboration with business units/stakeholders• New development environments (.Net &TFS) and IT platforms focussing on the business benefits • Professionalization of the work of steering committees, etc.Results:• Reduction of time to market by about 30 percent• Agile development and operations, e.g. 100% improvement of task efficiency• Customer satisfaction up 40% measured by satisfaction surveys (2009–2011)• Common language and goals established between IT and the business side• Significant improvement in quality of service• Groundwork for new operational platform for Banking Show less

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  Danske Bank

  Mar 2013 - Oct 2014

  VP, Portfolio and Prioritisation

  Member of a IT Group management team charged with Danske Bank Business portfolio- and Benefit Management, prioritisation and investment processes.Selected deliverables:• Overall strategic insight and prioritisation on business IT project portfolio • Governance for the 6 business areas in Danske Bank Group• Transformation management and contribution to Enterprise Architecture and IT strategy (roadmaps) for the group• Unified process for the total investment profile in the Danske Bank Group on 2000 million DKK.• Implementing new Microsoft solution for governance, portfolio management and prioritisation • Management of BU comprising portfolio managers and PMO-functionResults:• Strictly business focused strategy implementation through portfolio prioritisation and insight• Implementing a total new governance based on a Microsoft Project Server solution• Optimised portfolio compared to IT roadmap and enterprise strategy• New business focused and agile IT governance for Business Banking• New lean targeting and benefit management concept for the entire group• Implementing check and balances for intangible assets management Show less

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  KANT arkitekter

  Jan 2014 - Mar 2020

  Chariman

  • Strategy: Profitable growth towards 2020 – from 20 to 70 employees• Marked segmentation in 2 segments – resulting in market leading profit margin on 15% (2013-2020) • Recruitment of CEO for a new executive function. Results: Better operating performance by 5-10%, business growth by releasing 2 partner resources for large sales to the public sector and institutional investors• Professionalising company management and board leadership towards international standards

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  PFA Pension

  Sept 2014 - Jun 2016

  VP, Portfolio delivery

  Member of Group Management team, reporting to CIO, empowered with 4 departments and responsible for 48 employees including 3 department managersSelected deliverables: • Productivity enhancement in project organisation by 15% • Improving project management skills for 18 PMs to international level and standards (IPMA B+C) • Preparing PFA IT project and portfolio organisation for agile transformation and DEV-OPS initiatives• Trim of organisation by selection on employee skills, potential and performance • Establishment of group PMOResults:• Strongly improved competence baseline for future project management • New transparent governance for strategic portfolio prioritisation and decision making• Process optimisation on IT project processes• Transformation towards efficiency and lean processes Show less

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  Nykredit

  Jun 2016 - Jan 2018

  EVP, Business project portfolio

  Reporting to Group Executive COO, Responsible for 2 departments with total 16 employees including one SVP team lead.Deliverables:• Strategic management and governance of project portfolio, prioritised in group executive committee• Development and execution of new standards for group PMO and prioritisation on a one billion DKK project portfolio• Six robots (with Robotics) implemented in customer related operations• Transformation of a business mngt team in Group Credit by using data driven cockpit and stand-ups• Two process improvements on major customer driven processes with 20% lead time reduction Results:• Revision and refocus of portfolio with 200 million+ reduction as result• Strong competence baseline for future management in project areas (35 employees)• New transparent governance for group business portfolio, prioritisation and decision making• Process optimisation on one business process – approximated reduction of 20-30 employees• Transformation towards efficiency and lean processes and leadership on group level Show less

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  LegalTech Denmark & 300tres Consulting

  Apr 2018 - now

  Management Consultant - Freelance business projects & interim senior manager

  Interim senior manager, business projects & programs Portfolio, PMO, IR, Funding, Growth, SaaS business, Consulting

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  Playco playgrounds

  Apr 2018 - Aug 2019

  Interim Senior Manager