AN OVERVIEW
Browse through some of the challenges I have lead through their success
2005-2006
5 IT & Key Infrastructure
Lead and designed the merger of five IT organizations and their key core IT infrastructure into ONE global unit. The details.
2010-12
One global Quality
Across all Vestas Sales Business Units, alignment and cooperation needed to happen. I lead this alignment between all quality departments.
2013-17
From six to a global organization
Started with six people in Denmark and no standardized processes or clear strategy.
I set the direction and build a global organisation with offices in Denmark, London, New York and South Afrida. The details.
2006-2010
Aligning 750 employees
Designing and implementing aligned processes is key, as organizations grow and globalize.
As Vestas IT passed 200 employees growing to +700 I lead the organization which ensured that transformation. The details.
2012-13
One procure to pay ( sourcing )
Across all Sales Business Units, several procurement departments had to be aligned and millions were targeted to be saved. I supported that alignment The details.
2017-2020
Becoming a Netflix partner
I entered into the media industry in 2013 not knowing much of it. I not only grew a global organization, I ensured it reached a level, where it became a preferred partner to the world's most demanding OTT. Netflix The details.
ACHIEVEMENTS
WHAT I AM REALLY GOOD AT IS STEPPING INTO A CHALLENGE, AND SOLVE IT
A DEEPER UNDERSTANDING
WANT TO KNOW MORE?
BELOW YOU FIND MORE DETAILS OF THE CHALLENGES I HAVE LEAD
Pssst..want my full resume? contact me here
5 IT & Key Infrastructure
Making five separate IT departments into ONE global organization
Vestas had just acquired NEG Micon and was rushing to combine the two organizations and capitalize on the synergies.
The problems were, that all key IT systems were fragmented between the two former companies and they were driven by FIVE separate IT departments in Denmark, Germany, Italy, USA & India. This halted the business.
I lead the program that was tasked to merge not only key systems but also the five IT organizations into ONE global IT organization.
This involved creating the strategy, tactics, the daily drive AND the "talks" that led to five departments into one.
Alignment of 750 people
Five key process to be aligned across
When a company or organization grows, globalizes and becomes more complex, it is difficult to ensure output consistency, customer alignment, optimization without clear processes.
As Vestas IT was passing 200 people and growing fast, the future had to be ensured.
A massive project was launched to ensure this. The first attempt did not go well and I was brought in to "make it work".
I did make it work and afterward, I took the leadership of the "Service Management" organization which had the responsibility to ensure and continue further development.
One Global Quality
Aligning six quality departments
Fairly autonomous business units have both gains and challenges. One challenges from a global perspective is that each unit find their own way and synergies are not ensured.
To ensure these synergies, save cost and enhance cooperation globally all Vestas quality departments were to be aligned.
I lead this alignment.
One Procure-to-Pay
One way of dealing with vendors
Again the Sales Business Units had to be optimized, aligned and millions of euro in procurement had to be saved.
Due to my experience, I was headhunted internally to support this operation.
Before the completion is decided to leave Vestas and challenges my self becoming CCO & COO within a smaller company BUT in an entirely new industry, Media.
From six to global
Walked into a small local organization
I wanted to utilize all my knowledge to see, whether I was right about my own assumption. That if I was given the keys to the entire organization I could grow it.
It took a longer time than I had expected, but over the years I had designed a new strategy, grown and changed the individuals, and build an organization with offices in Denmark, London, New York, and South Africa.
Furthermore, the organization had also raised its capabilities from average to being able to start engaging with the most demanding customers.
Netflix preferred partner
All elements connected
Netflix has a re-delivery rate of 5%. That says it all. Because if you don't have your services, process, systems and people working tightly together that will not happen.
Also if you do not perform focused continuous business improvement routines, the <5% target will not be kept.
I was proud of taking the organization to that stage.
CONTACT
GENERAL INQUIRIES:
stefan.werge(at)gmail.com
+45 23654283