Tim Sandholdt Jensen

Experience

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  3x34

  Jan 1991 - Jan 1995

  Sales & Marketing of 3x34 transportation products and leading the sales team of 4 Selling transportation and distribution solutions on the business to business market. Ranging from single transportation tasks to larger and more complex contracts with a yearly turnover of 10-15 MDKK

  • Sales and Marketing Manager

    Jan 1993 - Jan 1995

  • Sales Consultant

    Jan 1991 - Jan 1993
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  Team 1 / Erfakursuscenter A/S

  Jan 1996 - Jan 2000

  Results included:Establishing and structuring the management team, and growing the company from 60 to 130 employees and annual turnover from 50 MDKK to 100 MDKK. Results included:Establishing a new sales department selling IT training to companies in the private & public sectors, including sales incentives, pay structure, performance management, sales coaching marketing strategies etc.The department ended up having a total staff of 14 and a yearly turnover of 20 MDKK Results included:Establishing and running a training team charged with desiging and running a 32 week training program in Direct Marketing for unemployed people, and helping them reestablishing themselves in the job market.We helped 100+ people reenter employment.

  • General Manager

    Jan 1997 - Jan 2000

  • Sales Manager

    Jan 1996 - Jan 1997

  • Trainer / Course Leader

    Jan 1996 - Jan 1996
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  Intel Corporation

  Jan 2000 - Jan 2006

  Responsible for HR in Denmark, Sweden, Finland; Germany, Belgium, France, Lithuania, Poland, England, Scotland, Ireland as well for The Optical Network Components Division (OND) in the US.• Leading a team of 12 HR professionals• Strategic partner to the business and part of OND staff.• Responsible for building the EMEA part of the Organisational Capability Plan in response to the strategy outlined for the business.• On the integration task force established when OND merged with another big business group.• Responsible for the roll out of various organisational development activities including: Shared Leadership workshop, Globally Dispersed Teams activities, Spans & levels exercise etc. Show less Responsible for HR in Germany, Denmark, Norway Finland & Sweden. Responsibility included:• Overall responsible for the shutdown and redeployment of Hamburg and Norway sites.• Built a retention strategy to address increasing turnover among key players who became millionaires when GiGA was acquired by Intel.• Overseeing multiple organisational development activities, including a Change & Transition Management workshop, a “Map Day workshop”, “Novations” workshop (Career development), Team building activities etc.• Responsible from an HR perspective for the preparation of the Stock Option court cases: building the strategy with HR Legal and outside legal counsel, building a network among HRM’s in the high-tech industry, influencing the legislation etc. Show less

  • HR Manager - Globally

    Jan 2003 - Jan 2006

  • Human Resource Manager – Western European Region

    Jan 2002 - Jan 2003

  • Human Resource Manager - Germany

    Jan 2001 - Jan 2002

  • Human Resource Manager - Nordic

    Jan 2001 - Jan 2001

  • HR Development Representative

    Jan 2000 - Jan 2001
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  Tectura

  Jan 2007 - Jan 2008

  People Development Manager

  People- and leadership development. Tectura had 140 employees in Denmark, and was growing rapidly• Strategic partner to the Denmark Management team regarding change & transition management etc.• Transforming their annual Career Development process from a once-a-year event to year-round performance management. • Defining the people development strategy for the various business groups, and for Tectura overall.• Responsible for running leadership seminars, incl. various teambuilding sessions and facilitating a mission/vision/values session with the Consulting management team.• Coaching of Managers and Senior Consultants.• Implementation of a new Tectura Management Foundation with an accompanying survey to monitor progress and stimulate leadership improvement.• Implementation of an anti-stress program to deal with stress proactively as well as reactively through building awareness of early warning signs, possible effects of stress and ways of dealing with it. Show less

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  Ericsson

  Jan 2008 - Jan 2010

  Head of HR, Denmark

  Leading a team of 3 HR professionals.Results include:• Cultural transformation program to integrate 230 technicians joining Ericsson as TDC outsourced their network to us. • “Right sizing” the organization according to the head count plans. Activities included layoffs, redeployment and voluntary separation agreements for 60+ employees• Organizational development according to the global GSD blue print, including off-shoring of 30+ position in the front- and back office functions to Romania.• Successful closedown of our R&D facility in Struer, handling all people aspects associated with the collective dismissal of 200+ employees. The closedown was extremely smooth, despite the unfortunate circumstances, and we succeeded in helping all employees onto new jobs, training or starting the own business through the business/innovation incubator we established on site. Show less

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  Ericsson

  Apr 2010 - Sept 2018

  Strategic HR partner to the IT&C and CU NOBA organizations consisting of 600 senior KAMs, Sales Engagement people, Specialists and Program Managers, spread across 16 countries. Results include:• Driving the People Strategy elements of the transformation towards being a perceived leader in IT & Cloud. Included programs around: - Spans & Levels (reduced 1 level and increased average span from 11-16,9%) - Off-shoring (reaching approx. 20% through redeployment of 100+ positions and building capabilities in India & China) - Driving the Critical Competence and Resource Gap planning process (closing 200+ gaps identified through recruitments, training and redeployment) • Long-term (2-5 year) “Raw-Talent” program identifying and grooming future leaders and specialists. Program focused on identifying approx. 50 leaders and specialists for a special fast track for development. The pool would be reviewed twice a year to determine progress, rotations, special assignments trainings etc. and next steps.• Designing and setting up a scalable HR organization to support the Ericsson IT Services organization. The aim was to design a low-cost services org detached from Ericsson overhead cost. The organization was established with 200+ employees in Russia and will grow to 1600 employees in 7 countries by 2023. Show less Strategic HR partner to the Operations organization with 3.000 employees, spread across 18 countries. Results include:• Building the Operations leadership team, from recruitment of the LT members together with the RECA Head of Operations to transforming it into a high performing team. • Transforming the organization from approx. 3.000 employees to about 2.300 through off-shoring 450 positions to India, China and Estonia as well as right sizing.• Designed and drove the establishment of the RECA Young Professionals program for recent college graduates, in response to a high average age and a need to boost innovation. To date, 60 Young Professionals have completed the 18-month program. The program has been adopted globally in Ericsson.• Established a technical talents program where 25 of our best and brightest technical people are challenged and spend time with some of the most inspiring and innovative people in the industry. Program continues to be very prestigious and has been running for 6 consecutive years. Show less

  • Senior HR Business Partner, IT & Cloud and Customer Unit NOBA, Region Northern Europe & Central Asia

    Jan 2015 - Sept 2018

  • Senior HR Business Partner for Business Operations, Region Northern Europe & Central Asia (RECA)

    Apr 2010 - Jan 2015
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  Looking for new opportunities

  Oct 2018 - May 2019

  Head of HR, Senior HR Business Partner or HR Manager

  Human Resources | HR Transformation | Talent Management | Organizational Capability & Development | Coaching | Leadership Development

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  Cobham SATCOM

  Jun 2019 - now

  Senior HR Business Partner