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Interim Manager, Project Manager, Digitalization Consultant
Christian Bentzen
,
Rungsted kyst, Denmark
Experience
Other titles
Skills
I'm offering
Experienced Interim and Project Manager with numerous successful Business Transformation and Digitalization projects on the reference list. +35 years of global IT management for organizations with more than 20,000 users and hundreds of locations. Focused on optimization of infrastructure, operations and processes by introducing Digitalization, e-Commerce, advanced IT-supported procedures, Artificial Intelligence, Robotics and Machine Learning for medium and large manufacturing, trading and service oriented organizations to become more profitable.
Innovative and persistent professional, decisive and motivating leader, collaboration oriented change driver. Great overview and capable of creating aggressive results even when dealing with many projects. Making things happen.
• Global Information Technology Management
• New Business Development, Sales Management and Key Account Management
• Digitalization and Business Process Optimization by introducing new technology
• Certified and successful Programme and Project Management
• Driving Change to achieve the fastest possible ROI.
• Board positions in high tech companies
Core Competences:
Long management experience within Sales and implementation of innovative products and complex solutions for optimization of processes in a very wide range of industries on a global scale with personnel management and staff development across cultures, languages and geographies.
Great Business Acumen with unique capability to find new solutions for the users and customers by introducing new technology and/or getting capsized projects back on track. Decisive and motivating leader, creative and collaborative change driver. Have throughout the entire careen acted as the Ambassador between the business and IT in order to ensure the highest possible return on the investment including the organizational change management process.
Innovative and persistent professional, decisive and motivating leader, collaboration oriented change driver. Great overview and capable of creating aggressive results even when dealing with many projects. Making things happen.
• Global Information Technology Management
• New Business Development, Sales Management and Key Account Management
• Digitalization and Business Process Optimization by introducing new technology
• Certified and successful Programme and Project Management
• Driving Change to achieve the fastest possible ROI.
• Board positions in high tech companies
Core Competences:
Long management experience within Sales and implementation of innovative products and complex solutions for optimization of processes in a very wide range of industries on a global scale with personnel management and staff development across cultures, languages and geographies.
Great Business Acumen with unique capability to find new solutions for the users and customers by introducing new technology and/or getting capsized projects back on track. Decisive and motivating leader, creative and collaborative change driver. Have throughout the entire careen acted as the Ambassador between the business and IT in order to ensure the highest possible return on the investment including the organizational change management process.
Markets
Denmark
Language
Danish
Fluently
English
Fluently
Spanish
Good
French
Good
Norwegian
Fluently
Swedish
Fluently
Ready for
Larger project
Ongoing relation / part-time
Full time contractor
Available
My experience
2010 - ?
job
Interim Management
The Fixit Group.
Typically top level positions of shorter or longer duration, based on agreed specific tasks, but often expanded and
extended due to an excellent cooperation and perfect understanding of business needs and the ability to identify and implement efficient solutions
• Design of new structured global price and discount strategy and complete e-Commerce platform as well as restruc-
turing the entire production flow for a medium sized Manufacturing company with aged systems and processes
• VP, Sales & Marketing, Plastic Injection Molding company
Business development, process optimization, internationalization, digitalization, sales transformation
• Sales & Project Director, Innovative software solutions & consultancy company
Key Account Management of large international customers
Introduction and implementation of advanced Sales processes for high tech companies
Architectural design and digitalization of business processes for large global organizations
Management of complex transformation projects at international enterprises
Implementation of advanced ERP, SCM, CRM & CPQ solutions
• Sales and Manufacturing optimization for one of the wealthiest family owned businesses in the Middle East
• Sales Management of market leading software house
Internationalization of organization to target Asia and the Americas
Successful New Business Sales towards Fortune500 Industrial enterprises
• Introduction of advanced Swedish financial consultancy concept in Denmark
Saving customers of millions of Kroner by rectifying bookkeeping mistakes
Opening of Danish office and obtaining +20 new accounts in 18 months
• CEO of one of the biggest Microsoft Dynamics NAV partners in Denmark
Complete reorganization of operation with focus on solution selling
Transformation of business model and introduction of Cloud based offerings
extended due to an excellent cooperation and perfect understanding of business needs and the ability to identify and implement efficient solutions
• Design of new structured global price and discount strategy and complete e-Commerce platform as well as restruc-
turing the entire production flow for a medium sized Manufacturing company with aged systems and processes
• VP, Sales & Marketing, Plastic Injection Molding company
Business development, process optimization, internationalization, digitalization, sales transformation
• Sales & Project Director, Innovative software solutions & consultancy company
Key Account Management of large international customers
Introduction and implementation of advanced Sales processes for high tech companies
Architectural design and digitalization of business processes for large global organizations
Management of complex transformation projects at international enterprises
Implementation of advanced ERP, SCM, CRM & CPQ solutions
• Sales and Manufacturing optimization for one of the wealthiest family owned businesses in the Middle East
• Sales Management of market leading software house
Internationalization of organization to target Asia and the Americas
Successful New Business Sales towards Fortune500 Industrial enterprises
• Introduction of advanced Swedish financial consultancy concept in Denmark
Saving customers of millions of Kroner by rectifying bookkeeping mistakes
Opening of Danish office and obtaining +20 new accounts in 18 months
• CEO of one of the biggest Microsoft Dynamics NAV partners in Denmark
Complete reorganization of operation with focus on solution selling
Transformation of business model and introduction of Cloud based offerings
Transformation, Processes, Asia, Interim, Production, SCM, International, Bookkeeping, Software, Digitalization, Office, Ceo, Development, Microsoft Dynamics NAV, Implementation, Marketing, Process optimization, Dynamics NAV, Sales, Key account management, Management, Interim management, Cloud, E-commerce, Sales management, ERP, Account management, CRM, Business development, Design
2003 - 2010
job
Global Chief Information Officer
GEA Niro A/S.
Process Engineering
Niro is the headquarter of the biggest and most profitable segment of the German conglomerate GEA, based in Bochum.
The Process Engineering Segment, with 5,000 employees in 53 countries, takes turn key responsibility for large scale
process plants within the Food, Beverage, Pharmaceutical and Chemical industries worldwide, based on their own design and engineering. They needed a visionary CIO who could help establish a new collaborative platform for the division. I
was chosen because of my international experience and business understanding.
We implemented an integrated Lotus Notes based workflow solution as a platform for cooperation between all the different companies, since they had more than 30 different ERP systems that could not communicate with each other. In
addition, we developed one of the most advanced configuration systems that could shorten the quotation time
significantly and improve knowledge sharing and offer calculation, resulting in improved sales. The GEA Process
Engineering Division grew and became the largest division of GEA. The time and resource consumption to make an offer for a complete process plant was reduced with about 90% and simultaneously improved the quality of the offers which
resulted in a better hit rate of our sales efforts.
As segment CIO and Vicepresident of the GEA IT Board, the responsibility included establishment and constant
optimization of the Information Technology and Telephony infrastructure to support and develop the business in an
environment where mergers and acquisitions are part of the daily life and where the globalizetion constantly increase the pressure for change and agile adaptation to new business requirements. Gradually, my IT organization more and more
often was asked to take the lead also in the business change proects because of our broad understanding of the internal
processes and the ability to make suggestions for improvement.
Based on our own experience with improved control of IT costs, increased optimization of end-user support and a substantial improvement in the level of security, I was asked to take global responsibility for the replacement of all GEA
20,000 PCs and install a single desktop platform managed from a newly established central infrastructure. Within 12
months I got as the project manager completed the first and largest single project - not just IT project in GEA's history with new WAN to 400 locations world-wide and 20,000 new workstations with the same software. IT costs were
immediately reduced by more than 30% and user productivity went up considerably.
Simultaneously, we developed a common ERP system for PE division based on Microsoft Axapta for 2,000 users, and close
cooperation with Microsoft Development Center gave a place in their Customer Advisory Board for 5 years. The solution
was customized to support the very project-oriented business and became an advanced project module, which is now
offered by Microsoft as an add-on module for Microsoft Dynamics AX.
In 2010 I was nominated by Computerworld as one of five CIO's of the Year based on my performance and creativity.
Specifically, my effective project management and ability to help the IT organization and the business to work positively
together was highlighted in connection with the nomination.
Niro is the headquarter of the biggest and most profitable segment of the German conglomerate GEA, based in Bochum.
The Process Engineering Segment, with 5,000 employees in 53 countries, takes turn key responsibility for large scale
process plants within the Food, Beverage, Pharmaceutical and Chemical industries worldwide, based on their own design and engineering. They needed a visionary CIO who could help establish a new collaborative platform for the division. I
was chosen because of my international experience and business understanding.
We implemented an integrated Lotus Notes based workflow solution as a platform for cooperation between all the different companies, since they had more than 30 different ERP systems that could not communicate with each other. In
addition, we developed one of the most advanced configuration systems that could shorten the quotation time
significantly and improve knowledge sharing and offer calculation, resulting in improved sales. The GEA Process
Engineering Division grew and became the largest division of GEA. The time and resource consumption to make an offer for a complete process plant was reduced with about 90% and simultaneously improved the quality of the offers which
resulted in a better hit rate of our sales efforts.
As segment CIO and Vicepresident of the GEA IT Board, the responsibility included establishment and constant
optimization of the Information Technology and Telephony infrastructure to support and develop the business in an
environment where mergers and acquisitions are part of the daily life and where the globalizetion constantly increase the pressure for change and agile adaptation to new business requirements. Gradually, my IT organization more and more
often was asked to take the lead also in the business change proects because of our broad understanding of the internal
processes and the ability to make suggestions for improvement.
Based on our own experience with improved control of IT costs, increased optimization of end-user support and a substantial improvement in the level of security, I was asked to take global responsibility for the replacement of all GEA
20,000 PCs and install a single desktop platform managed from a newly established central infrastructure. Within 12
months I got as the project manager completed the first and largest single project - not just IT project in GEA's history with new WAN to 400 locations world-wide and 20,000 new workstations with the same software. IT costs were
immediately reduced by more than 30% and user productivity went up considerably.
Simultaneously, we developed a common ERP system for PE division based on Microsoft Axapta for 2,000 users, and close
cooperation with Microsoft Development Center gave a place in their Customer Advisory Board for 5 years. The solution
was customized to support the very project-oriented business and became an advanced project module, which is now
offered by Microsoft as an add-on module for Microsoft Dynamics AX.
In 2010 I was nominated by Computerworld as one of five CIO's of the Year based on my performance and creativity.
Specifically, my effective project management and ability to help the IT organization and the business to work positively
together was highlighted in connection with the nomination.
Support, Processes, UP, Manager, WAN, Creativity, Axapta, Process engineering, International, CIO, Software, Development, Advisory board, Infrastructure, Design, Workflow, Dynamics AX, It, Security, Engineering, Technology, Pharmaceutical, Sales, Management, ERP, Agile, Project Manager, Project Management
1998 - 2002
job
International Business Development Director
IBS AB.
IBS is the one of the leading suppliers of Supply Chain Management and e-Business systems and one of the more
successful software houses in the world according to research companies such as Gartner Group Inc. and AMR. IBS is
represented in 24 countries with own subsidiaries and through partners in 30 countries.
I had worked with IBS in my previous job in Singapore, where I had chosen and implemented their ERP system in Asia and
Scandinavia. Before we went back to Denmark, asked IBS me to help them set up IBS in Asia. I established an office and hired local employees in Malaysia and sold the first systems, which founded the growth in Asia.
When we came back to Denmark I was appointed International Business Development Director for IBS-HQ but with local
office in Copenhagen. The next 3½ years, I had the sales and delivery responsibility for IBS largest international clients
including Volvo, started IBS up in Italy and was MD in Milan for six months and was one of the driving forces in the
integration of acquisitions in the Netherlands and France. In addition, I bought their distributor in South America and started up in Colombia, Venezuela and Mexico.
When I was home from my many travels, I was responsible for most of the subsidiaries in Europe and was board member of most of the European companies and chairman of those I had started up in Asia, southern Europe and Latin America.
In the four years I worked for IBS, I was instrumental in the international development of IBS.
successful software houses in the world according to research companies such as Gartner Group Inc. and AMR. IBS is
represented in 24 countries with own subsidiaries and through partners in 30 countries.
I had worked with IBS in my previous job in Singapore, where I had chosen and implemented their ERP system in Asia and
Scandinavia. Before we went back to Denmark, asked IBS me to help them set up IBS in Asia. I established an office and hired local employees in Malaysia and sold the first systems, which founded the growth in Asia.
When we came back to Denmark I was appointed International Business Development Director for IBS-HQ but with local
office in Copenhagen. The next 3½ years, I had the sales and delivery responsibility for IBS largest international clients
including Volvo, started IBS up in Italy and was MD in Milan for six months and was one of the driving forces in the
integration of acquisitions in the Netherlands and France. In addition, I bought their distributor in South America and started up in Colombia, Venezuela and Mexico.
When I was home from my many travels, I was responsible for most of the subsidiaries in Europe and was board member of most of the European companies and chairman of those I had started up in Asia, southern Europe and Latin America.
In the four years I worked for IBS, I was instrumental in the international development of IBS.
Business development, Research, ERP, Supply chain management, Management, Integration, Sales, Supply Chain Management, Growth, Development, Office, Software, International, Asia, UP, ME
1995 - 1998
job
Chief Information Officer
EACgraphics.
The East Asiatic Company was one of the largest trading conglomerates in Denmark, distributing Fast Moving Consumer
Goods from the US and Europe all over Asia and South America, producing milk powder in China and representing the most important suppliers of professional printing machines and related equipment in Asia, South Africa and Scandinavia.
My wife was offered a job as head of HP's telecom operations in Asia and we moved with great expectations to Singapore, where I prior to the departure had been offered the role of IT Manager for EAC in Singapore.
Within a week in a new country, I was in the process of implementing a new ERP system for EAC world-wide and build the
necessary support organization and improve efficiency of the local IT activities with Asian employees. In connection with the EAC divisionalisation and relocation of headquarters to Singapore, I concentrated on the largest and most profitable
part of the business, sales of large printing units, primarily from German Heidelberg, who had the most need of IT-based
business support, and I was appointed CIO of EACgraphics with responsibility for 17 countries in Asia plus Scandinavia.
After careful consideration, I chose a Swedish ERP system from IBS AB, which was implemented and tested with the starting point in Hong Kong, where I spent almost 9 months. After completion of the pilot project, the system was rolled out to the rest of the organization. The main result of the new system was much improved management of spare parts
sales and service personnel, which would give a very short pay back time of the investment.
Goods from the US and Europe all over Asia and South America, producing milk powder in China and representing the most important suppliers of professional printing machines and related equipment in Asia, South Africa and Scandinavia.
My wife was offered a job as head of HP's telecom operations in Asia and we moved with great expectations to Singapore, where I prior to the departure had been offered the role of IT Manager for EAC in Singapore.
Within a week in a new country, I was in the process of implementing a new ERP system for EAC world-wide and build the
necessary support organization and improve efficiency of the local IT activities with Asian employees. In connection with the EAC divisionalisation and relocation of headquarters to Singapore, I concentrated on the largest and most profitable
part of the business, sales of large printing units, primarily from German Heidelberg, who had the most need of IT-based
business support, and I was appointed CIO of EACgraphics with responsibility for 17 countries in Asia plus Scandinavia.
After careful consideration, I chose a Swedish ERP system from IBS AB, which was implemented and tested with the starting point in Hong Kong, where I spent almost 9 months. After completion of the pilot project, the system was rolled out to the rest of the organization. The main result of the new system was much improved management of spare parts
sales and service personnel, which would give a very short pay back time of the investment.
Operations, ERP, REST, Management, Sales, Service, It, Support, Telecom, CIO, China, Manager, Asia
1994 - 1995
job
Scandinavian Regional President
Gupta Inc.
Scandinavian responsibility for sale of an advanced CQL database system
Database, President
1991 - 1994
job
CEO
Memorex Telex A/S.
Reorganization of the Danish company, selling IBM plug compatible equipment, especially to AS/400's
Ceo
1987 - 1991
job
Sales Manager
Digital Equipment Corp.
Responsibility for all DEC DK's Partners and VAR's
Sales, Manager
1986 - 1987
job
Nordic Industry Division Manager
Texas Instruments Nordic Region.
Sales of process control systems on the Nordic Market
Sales, Manager
1982 - 1986
job
Sales and Marketing Manager
Nea-Lindberg A/S.
Sales of process control systems to breweries and offshore platforma
Marketing, Sales, Offshore, Manager
1981 - 1982
job
Sales Engineer
Islef+Hagen AS.
Sales of components for industrial process control.
Sales
My education
?
-
1986
Copenhagen Business School
Bachelors, Prince2
Bachelors, Prince2
?
-
1981
Danish Technical University
MSc, Computer Science
MSc, Computer Science
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