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jobs
Bid, Legal, Contract, Vendor, Excellence, Delivery
Niels J. Hansen
,
Birkerød, Denmark
Experience
Other titles
Skills
I’m offering
- Alt med besvarelse af udbud
- Alt med IT kontrakter (Legal, Contract, Vendor)
Opbygge modeller og processer til håndtering Bid / Tilbud, kontrakt, procurement, presales.
Programledelse
Leveranceansvarlig
- Alt med IT kontrakter (Legal, Contract, Vendor)
Opbygge modeller og processer til håndtering Bid / Tilbud, kontrakt, procurement, presales.
Programledelse
Leveranceansvarlig
Markets
Denmark
Language
Danish
Fluently
English
Fluently
Norwegian
Good
Swedish
Good
Ready for
Larger project
Ongoing relation / part-time
Full time contractor
Available
My experience
2008 - 2012
job
International Project and Bid Director
DSB International.
Reporting to EVP Peter Christensen, DSB international my task was to raise the level of bid excellence and to lead the joint venture between DSB and RATP (Large French Metro Operator) in bidding for the operation of Copenhagen Metro.
Primary result:
• Building common bid governance for all bids in Denmark, Sweden and Germany.
• In Joint venture with RATP (Operator of the Paris Metro) bidding for the opration of the Copenhagen Metro. As Director I lead the team through 8 months. The team consisted of RATP (20 FTE), DSB (25 FTE), English consultancy (5 FTE). The bid revenue was in the region of 3.2 Billion DKK and the bid budget 8 mio DKK). (lost).
• Program management and strategy project manager for the executive board
• Developing the S-train service offering. Repair of bicycles on the fly, vending machines installation on all white fleet and complete Business class concept makeover.
Primary result:
• Building common bid governance for all bids in Denmark, Sweden and Germany.
• In Joint venture with RATP (Operator of the Paris Metro) bidding for the opration of the Copenhagen Metro. As Director I lead the team through 8 months. The team consisted of RATP (20 FTE), DSB (25 FTE), English consultancy (5 FTE). The bid revenue was in the region of 3.2 Billion DKK and the bid budget 8 mio DKK). (lost).
• Program management and strategy project manager for the executive board
• Developing the S-train service offering. Repair of bicycles on the fly, vending machines installation on all white fleet and complete Business class concept makeover.
Project Manager, Program Management, Budget, Management, Service, International, Manager
2007 - 2008
job
Legal & Bid director
Sun Microsystems Denmark A/S.
Sun was experiencing decline in commercial results. In a larger reorganization, a new strategy was formulated to change the business from a product oriented to a solution selling approach. Reporting to the Country Director Peter Rindsig, the plan was to build an excellence unit first in Denmark and then build a Nordic Excellence cluster.
Primary results:
• Building bid governance enabling a change from product to solution selling.
• Sun awarded onto 3 SKI agreements for the first time (ever).
• 6 larger new enterprise deals won. Value 20-25 mio dkk per.
• Win rate increased from 23 to 80 and throughput doubled.
Primary results:
• Building bid governance enabling a change from product to solution selling.
• Sun awarded onto 3 SKI agreements for the first time (ever).
• 6 larger new enterprise deals won. Value 20-25 mio dkk per.
• Win rate increased from 23 to 80 and throughput doubled.
Enterprise
2005 - 2007
job
Senior Bid Manager
Hewlett-Packard.
Reporting to Klaus Harder, Sales Operation Director, my role was to build the bid methodology and to win major and large deals.
Primary results:
• Designed and implemented a "Proposal factory" concept that I used since in variations. The concept is a governance structure that enables learning and improving over time, cutting bid cost while maintaining a consistent high quality.
• Designed and implemented a PreQualification (PQ) 'factory' reducing the time spend on a PQ from 1½ man weeks to 6 hours.
• Designed, build and implemented a 6 phased bid methodology which improved HP DK overall winrate from 50% to 65% in one year.
• In the first 12 months executed complex bids, with a value of 80 Million DKK at a win rate of 73%. I over-performed by personal goals each year. Totally my accumulated over-performance was 375% over 3 years.
• Bid manager of a large international HP bid team of 60 persons in 3 time zones and 8 locations. The bid was a worldwide strategic sourcing deal worth 1.1 Billion DKK of all HP products anywhere in the world within 3 business days. The deal was won.
2004 - 2005 Maternity Leave
Our daughter was born in april 2004. We chose to both take a maternity leave and enjoy the first year together. I took on ad hoc projects now and again.
Primary results:
• Designed and implemented a "Proposal factory" concept that I used since in variations. The concept is a governance structure that enables learning and improving over time, cutting bid cost while maintaining a consistent high quality.
• Designed and implemented a PreQualification (PQ) 'factory' reducing the time spend on a PQ from 1½ man weeks to 6 hours.
• Designed, build and implemented a 6 phased bid methodology which improved HP DK overall winrate from 50% to 65% in one year.
• In the first 12 months executed complex bids, with a value of 80 Million DKK at a win rate of 73%. I over-performed by personal goals each year. Totally my accumulated over-performance was 375% over 3 years.
• Bid manager of a large international HP bid team of 60 persons in 3 time zones and 8 locations. The bid was a worldwide strategic sourcing deal worth 1.1 Billion DKK of all HP products anywhere in the world within 3 business days. The deal was won.
2004 - 2005 Maternity Leave
Our daughter was born in april 2004. We chose to both take a maternity leave and enjoy the first year together. I took on ad hoc projects now and again.
Sourcing, Sales, International, Manager
2002 - 2004
job
Bid director and acting legal manager
unknown.
This was the peak period of the ERP battle in Denmark. There were several large international companies competing to paint DK in their colour. The top 100 companies were ready to invest and the larger software vendors scrambled to build solutions. Reporting to Sales Operation Director Jesper Sachmann my role was to lead the very large ERP bid.
Primary results:
• Build the bid methodology for the newly formed Oracle Nordics setup.
• Acted as Legal manager simultaneously in 13 months. Implemented Corporate approval matrix
• Bid and legal manager on proposal of new ERP system to Mærsk (lost)
Primary results:
• Build the bid methodology for the newly formed Oracle Nordics setup.
• Acted as Legal manager simultaneously in 13 months. Implemented Corporate approval matrix
• Bid and legal manager on proposal of new ERP system to Mærsk (lost)
Oracle, ERP, Sales, Software, International, Manager
2000 - 2002
job
Nordic Program Manager
Cisco Systems.
Reporting to the Nordic VP Mikael Karlstrøm I was given the role to drive this business in Denmark, Norway and the Baltics. I had full p/l responsibility and about 20 FTE in direct report. The scope of the role was to sell implementation and services directly to the end customer and ensure implementation end-to-end.
Primary results:
• I handled 7 segments in 4 countries.
• Portfolio management and commercial escalation point for 7 project managers
• I successfully build each segment from ca. 200K USD to 900K USD per quarter in seven months in a recessive market. I was 32% above budget and met all major business goals ahead of schedule.
• Notable wins in DK were a nationwide DSL rollout to Mobilix. Value 100 mio DKK (won).
Primary results:
• I handled 7 segments in 4 countries.
• Portfolio management and commercial escalation point for 7 project managers
• I successfully build each segment from ca. 200K USD to 900K USD per quarter in seven months in a recessive market. I was 32% above budget and met all major business goals ahead of schedule.
• Notable wins in DK were a nationwide DSL rollout to Mobilix. Value 100 mio DKK (won).
Budget, Management, Implementation, Norway, Manager
1997 - 2000
job
Bid and Legal Manager
National Postal Service and Peter Justesen.
Reporting to Country Director Henrik Schlægel my role was to build a global bid and legal framework supporting first DK, the Nordics, then UK & Benelux and finally US.
Primary result:
• Build the needed governance and supported all major deals worldwide
• By 1998 also Large Account responsible for 3 major Danish accounts and 2 International accounts
• Notable Danish wins was National Postal Service and Peter Justesen (wholesale to embassies worldwide).
Primary result:
• Build the needed governance and supported all major deals worldwide
• By 1998 also Large Account responsible for 3 major Danish accounts and 2 International accounts
• Notable Danish wins was National Postal Service and Peter Justesen (wholesale to embassies worldwide).
Service, International, Wholesale, Framework, Manager
1995 - 1997
job
Legal, bid and Senior project manager
unknown.
Reporting to Klaus Arildsen, project director my role was to build a project office able to deliver inhouse legal, bid and project services.
Project Manager, Office, Manager
1992 - 1995
temp
Sybase, Legal and marketing manager
unknown.
(Full time student job)
Marketing, Sybase, Manager
1989 - 1992
temp
Project manager
Nordea.
(Full time student job)
Project Manager, Manager
1987 - 1989
temp
controller (Part time student job)
IBM, Business.
My education
1992
-
1994
Copenhagen Business School
Masters, Final paper
Masters, Final paper
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