From strategy and integration to leadership, transformation and recovery. These examples show how we have brought clarity, structure and momentum to real assignments and what was delivered. All examples are anonymised.
Integration & ERP01
From separate data to a shared foundation.
The assignment
A financial services business needed to integrate data with group functions and banking systems. Microsoft Business Central was a central application, and the solution needed to support business operations, financial statements and regulatory reporting.
Our contribution
Project and programme leadership across business teams, IT and external vendors.
Coordination of stakeholders, deliverables and dependencies between the business and the group.
Connecting business requirements, technical integration and the phases of delivery.
What was delivered
The first phase enabled annual accounts and reporting to the authorities. The subsequent phase covered a new, integrated data platform.
A consulting business needed an interim business unit director within cloud transformation. The assignment combined day-to-day leadership with business development and ambitions for growth.
Our contribution
Responsibility for the day-to-day leadership of the business unit.
Leadership and coaching informed by an understanding of people, customers and technical delivery.
Work on business development, financial management and relationships with customers and partners.
What was delivered
The business unit’s daily leadership was covered during the interim period, with attention to operations, people and business development. The assignment combined management responsibility with cloud and transformation expertise.
An organisation going through change needed its own strategic foundation. IT, security and data required clear direction that could be brought together for consideration by the leadership team and board.
Our contribution
Facilitating and leading the process towards three distinct strategies.
Coordinating disciplines and stakeholders to bring needs and perspectives together.
Structure and momentum from strategic discussions to a consolidated foundation for leadership.
What was delivered
Three strategies for IT, security and data were developed and presented to the board and local leadership team. They provided a strategic foundation for the organisation’s further work.
From a stalled relationship to a completed transition.
The assignment
An outsourcing transition for a global organisation had stalled. Communication between the client, the outgoing vendor and the incoming vendor had broken down, and disagreements were becoming a legal issue.
Our contribution
Taking over project leadership and identifying the reasons for the deadlock.
Mediation and negotiation between all three parties to restore cooperation.
A shared way forward, aligned expectations and renewed focus on completing the transition.
What was delivered
The project was moving again within a month. The final cutover moved by six weeks, and the transition was completed within all three parties’ budgets.
A global organisation needed to prepare and execute cloud transformation across 30 countries and more than 40 datacentres. Local needs, global security and an external service partner had to work together.
Our contribution
Business case, project plan and frameworks for cloud readiness assessment and migration.
Coordination between global leadership, architects, local organisations and the service partner.
Work on landing zones, networks, security and the future operating model as parts of the overall initiative.
What was delivered
A common migration foundation and landing zones were established. The first countries migrated to Azure, and the frameworks for the remaining work were handed over to internal resources.
A global programme with more than 15 projects needed coordination between project managers, programme leadership, the PMO and local IT leadership. The value and priorities of projects had to be understood across countries and roles.
Our contribution
Connecting individual projects, the programme and local organisations.
Reporting tools and frameworks developed in cooperation with the PMO.
Handling new business cases and changes, and helping remove obstacles between global projects and local teams.
What was delivered
13 projects were delivered and closed across a global organisation covering more than 30 countries, with a combined budget above DKK 200 million. The contribution included programme leadership, engagement management and PMO support.
Microsoft 365 needed to be rolled out to approximately 10,000 users across five municipalities. A shared delivery effort required coordination between the client, vendors and local organisations.
Our contribution
Project and programme leadership of the rollout across the organisations.
Coordination of stakeholders, vendors and local contributions to implementation.
Combining technical understanding, communication and change management in the implementation effort.
What was delivered
Microsoft 365 was implemented across all five municipalities by mid-2025. The assignment demonstrates how project leadership and coordination can connect technical delivery across several independent organisations.
A new consulting organisation needed to establish the skills and vendor partnerships required to deliver cloud projects to customers.
Our contribution
Defining and building the organisation and its future partnerships.
Discussions and agreements with a technology vendor and distributors on the partner model and certification requirements.
Connecting commercial ambitions, technical expertise and recruitment.
What was delivered
The organisation achieved the intended cloud partner status and hired its first architects and consultants. Partner relationships and skills were connected to a practical delivery foundation.
