Vice President Global IT Operations, Group Business Solutions at FLSmidth
Copenhagen Area, Capital Region, Denmark
Global IT Operations Vice President with strong leadership competencies and used to working in multi-cultural enterprises. Excellent at delivering technology solutions, that address real business challenges. I am very good at implementing cost optimization while maintaining quality. I have world class expertise in process implementation, optimization and organizational development. I’ve worked in Petrochemical, Shipping, Aero, Industry and...
Global IT Operations Vice President with strong leadership competencies and used to working in multi-cultural enterprises. Excellent at delivering technology solutions, that address real business challenges. I am very good at implementing cost optimization while maintaining quality. I have world class expertise in process implementation, optimization and organizational development. I’ve worked in Petrochemical, Shipping, Aero, Industry and military organizations. 31 years of experience within Service Management. 23 years of management experience in the IT industry, including 22 years of management in seven different major IT companies, three of them being Scandinavian and four multinational. Worked with more than 27 nationalities and have had 21 different nationalities as direct reports. Worked with outsourcing/in-sourcing for 13 years. Solid experience within process work, after implementations of ISO, TQM, COBIT and ITIL the last 16 years. Nick name: Darth Vader Leadership mantra: - My word is my bond - Trust is important, both ways. - Delegate, task and mandate. - Never say maybe. - Measure output, not input. - Deliver what you have promised, helping the business. As person I am: - Extrovert, open minded. - Communicative. - Goes after the ball, not the person. - Result orientated, but remembers the process also. - Profile: MBTI ESTJ, Disc Profile D, PI SAP. Core competencies: - Leading people while implementing changes in large organizations. - Change organizations from technical to service minded and result orientated. - Change of organization mindset from inside organization, creating long term commitment. - Stakeholder management on CxO level. - Deliver results, which benefit the business. - Secure service quality and improve where needed. - Stabilizing and optimizations of operations. - Managing of outsourcing/multi-sourcing. - Process optimizations. - Contract negotiation & Vendor Management.Vice President Global IT Operations, Group Business Solutions @ Vice President Global IT Operations. (+290 Employees, 10 Direct reports, 2 functional reports) Responsibility: IT Operations in 50 countries (All run), supporting more than 14,100 people worldwide. Process Owner/driver on following ITIL3 processes: Change Management, Release Management and Software Asset Management, Incident Management and Request Fulfillment process. Departments: Global IT Service desk, Monitoring, Infrastructure & Support, IT Service Management, On-Site, Infrastructure Management, Release & Change Management, License Management, Application Maintenance, Infrastructure Architects, IT Vendor Management. Employees in more than +25 countries. From July 2015 to Present (4 months) Denmark, ValbyGlobal IT Operations Manager, Group Business Solutions @ Global IT Operations Manager. (+270 Employees, 8 Direct reports, 2 functional reports) Responsibility: IT Operations in 50 countries (All run), supporting more than 16,000 people worldwide. Process Owner/driver on following ITIL3 processes: Change Management, Release Management and Software Asset Management, Incident Management and Request Fulfillment process. Departments: Global IT Service desk, Monitoring, Infrastructure & Support, IT Service Management, On-Site, Infrastructure Management, Release & Change Management, License Management, Application Maintenance, with employees in more than +25 countries. From November 2014 to Present (1 year) Denmark, ValbyGlobal IT Operations Manager, Group IT @ Global IT Operations Manager. (+290 Employees, 7 Direct reports, 6 functional reports) Responsibility: IT Operations in 50 countries (All run), supporting more than 16,000 people worldwide. Process Owner/driver on following ITIL3 processes: Change Management, Release Management and Software Asset Management, Incident Management and Request Fulfillment process. Departments: Global IT Service desk, Monitoring, Infrastructure & Support, IT Service Management, On-Site, Infrastructure Management, Release & Change Management, License Management, with employees in more than +25 countries. From November 2013 to Present (2 years) Denmark/ValbyGlobal manager for Infrastructure Management (Head of IT Infrastructure) @ Global Infrastructure Manager. (+80 Employees, 4 Direct reports, 7 functional reports) Responsibility: IT Infrastructure in 50 countries, supporting more than 16,000 people worldwide. Process Owner/driver on following ITIL3 processes: Change Management, Release Management and Software Asset Management. Departments: Infrastructure Management in Denmark, United States and India. From June 2012 to October 2013 (1 year 5 months) Denmark/ValbySenior Project Manager (Contract) at BMC Software UK @ Senior Project Manager on ITSM/Remedy deployment. Global Deployment of ITSM/Remedy 7.6.04 in Novo & NNIT Some of the results: ◦ Created and negotiated extensive/detailed deployment plan with customers and BMC, which all back-up on the plan. (Stakeholder management) ◦ Taken over defect management process after project lead has left project, to secure progress on present 650 defects on the system, since systems test was initiated 2 January, securing that we can go into UAT 9th of April, according to contractual bindings. (Added responsibility) Now down to 41 outstanding defects on BMC responsibility. ◦ Created NNIT customer on-boarding process, securing plan for 1st NNIT external customer to be on-boarded, according to contractual binding. (Added responsibility.) ◦ Went live on the date I promised to the customers From February 2012 to June 2012 (5 months) Denmark/Bagsværd/SøborgDirector - Service & Operations @ Director Service & Operations. (97 Employees, 8 Direct reports) Responsibility: IT Infrastructure in 17 countries, maintenance and support on 1000 applications, included more than 28 SAP support landscapes/systems. Process Owner/driver on following ITIL3 processes: Incident Management, Problem Management, Access Management, Event Management and Request. Departments: Service Managers, Service Desk, Application Maintenance, Infrastructure Maintenance, IT Facilities Management. Some of the results: ◦ Created a true global organization, with different nationalities on all level, which today works as a virtual organization across boarder lines, for optimal use of resources, to the benefits of our customers. ◦ Coached 5 nationalities, to work as one group in the management team. ◦ Was a part of deploying ITIL3 processes in Carlsberg IT globally. ◦ Changed working conditions to a more positive partnership between Carlsberg & IBM to secure maximum availability for our customers. ◦ Secured that Carlsberg most important SAP project had no technical issues, when it went live in Switzerland 1st of May. Running the Early Life Support for BSP, out of my organization. ◦ Negotiated contract for SAP support out of Accenture in India for the BSP project, with a cost saving of xxx MDKK in a 5 yearly contract. ◦ Implemented governance/cooperation between Carlsberg and Accenture India with success. From May 2010 to January 2012 (1 year 9 months) Denmark/ValbyResponsible for Global IT Support & Operations at Maersk Drilling, Maersk FPSOs and Maersk Supply Se @ Global Manager IT Support & Operations. (17 Employees, 11 Direct reports and 6 functional reports) Responsibility: IT Infrastructure in 11 countries, maintenance and support. Process Owner/driver on following ITIL3 processes: Incident Management, Problem Management, Access Management, Event Management, Change Management, Release Management and Request. Departments: Service desk, Infrastructure Maintenance, IT Facilities Management. Some of the results: ◦ Combined resourced from 4 Business units in Maersk to one global virtual organization, working across borders. ◦ Deployed new infrastructure globally, several projects done virtual, with local resources, which we managed remotely with success. ◦ Created team spirit in the new team and received one of the highest score in employee's survey. ◦ Implemented the best running Service Desk setup for 4 Business Units in Maersk out of India, using the process and tools I implemented in Maersk in my former job. From August 2008 to May 2010 (1 year 10 months) Denmark/LyngbyPlatform owner Service Desk & Control Center(operations), Group IT @ Platforms owner Service Desk & Global Control Center. (Operations) (15 Employees, 5 Direct reports) Responsibility: Defining, developing, and operations on basis Infrastructure, on platforms globally in A.P. Moller Maersk. Process Owner/driver on following ITIL3 processes: Incident Management, Request, Problem Management and Release Management. (Owning global tools: OMADA/Remedy/SCCM/SCOM) Some of the results: ◦ Deployed Remedy version 7.0 globally, with more than 1000 support users in the tool today. We were the first company in the world, to deploy 7.0 in a global scale. (Not without challenges) ◦ Responsible for running the project between APMM, IBM & BMC, with stakeholders from more than 17 countries in APMM. ◦ Went live in 9 months, on agreed date, with the agreed functionality and within budget. ◦ Was nominated by BMC to sit in the BMC Executive Advisory Council, due to my knowledge related to processes and tools. (Consist of 10-12 CxO, that advice BMC on where they should move their tools in development.) ◦ Created Service Desk setup out of India, for the Group world-wide, with success. ◦ Designed an Operations company out of India, to support APMM world wide on infrastructure and implemented it together with ML IT. ◦ Scored very high in employee's surveys and was rated Top 1% performer in Maersk. From August 2006 to July 2008 (2 years) Denmark/Copenhagen KSupport & Operations Manager @ Support & Operations Manager Nordic/Denmark. (150/75 Employees, 5 Direct reports) Responsibility: Service Desk, Infrastructure Maintenance (MS & UNIX Server operations), Incident Management, Problem Management, On-site, request. Some of the results: ◦ Strategy/business case defined in 6 tracks and implemented. ◦ Global/Near Sourcing strategy defined. ◦ Implemented new organization, where core-competencies were strengthening. From April 2006 to July 2006 (4 months) Denmark/Høje TåstrupDirector -Nordic lead Service Desk @ Nordic lead CSC Service Desk. (150 Employees, 11 Direct reports) Responsibility: Nordic Service Desk on 3.000 customer accounts. (+850.000 incidents, +350.000 request.) Process Owner/driver on following ITIL3 processes: Incident Management, Request. Some of the results: ◦ Integrated 139 agents in 1 virtual CTI setup, supporting our customers. ◦ Educated/certified all employees in customer minded/soft skills courses ◦ Created cost savings program and delivered best result in EMEA. ◦ Integrated TDC when they were outsourced to CSC, into my organization, with fastest track record ever and with most satisfied employees and customers ever seen in CSC. From January 2005 to March 2006 (1 year 3 months) Denmark/ValbyDirector CSC Airline Solutions Support @ Director CSC Airline Solutions Support. (90 Employees, 10 Direct reports) Responsibility: Nordic Service Desk, 2nd line functions, Admin and Request. Process Owner/driver on following ITIL3 processes: Incident Management, Request. Some of the results: ◦ New organization created and negotiated with the Unions in SAS. ◦ Aligned company from our processes, to CSC best practice processes. ◦ All customers in green in CPQ surveys, even when "Outsourced" to CSC. ◦ Employee movement out of company, kept to minimum. From March 2004 to February 2005 (1 year) Denmark/Copenhagen SDirector - Nordic lead Service Desk @ Director Scandinavian IT Group Support Center. (65 Employees, 11 Direct reports) Responsibility: Nordic Service Desk. Process Owner/driver on following ITIL3 processes: Incident Management, Request. Some of the results: ◦ Moved an organization from bottom In the Customer Surveys, to Top 5 %, in the world on Customer satisfaction, employee satisfaction and cost on service delivered. (Measured/Benchmarked by Gartner Group.) ◦ 2nd highest employee satisfaction in SAS globally, the highest one reported to me. ◦ Implemented tools and virtual organization across boarder lines. ◦ Implemented with success: Think Global, act local mindset. From January 2000 to February 2004 (4 years 2 months) Denmark/Copenhagen SSupport chief @ Support Manager. (40 Employees, 5 Direct reports) Responsibility: Dansk Data Elektronik IT resource center, supporting UNIX, MS, Oracle, DDE library solution, network and Infrastructure Operations. Process Owner/driver on following ITIL3 processes: Incident Management, Request, Sales Some of the results: ◦ Stopped employees leaving the company, by showing visible management and secure competencies was used correct on customer's issues. ◦ Was elected as member of the Company Board, as the employees represent. (By the employees.) ◦ Increased invoicing with 60% and 33% on the bottom-line. From March 1997 to December 1999 (2 years 10 months) Denmark/HerlevSite Chief @ Site Chief NICS IVSN/TCF Vedbaek. (6 Direct reports) Responsibility: Stations Commander on NATO's network in Denmark Some of the results: ◦ Highest score in NATO's audits for my site, 7 years in a row. (Never done by any other Site) ◦ My organization became "The Top Team" in NATO on faultfinding in the IVSN network, travelling around helping other sites. ◦ Created Maintenance and OJT program, which became NATO's new standard program. From January 1990 to March 1997 (7 years 3 months) Denmark/VedbækHead of communication HW/SW/IT Squadron 500 @ Leader Squadron 500 Communications Department. (11 Direct reports) From January 1989 to January 1990 (1 year 1 month) Denmark/VedbækTechnician /HW/IT/SW Squadron 500 @ Royal Danish Air force, technician education. From May 1981 to December 1989 (8 years 8 months) Denmark/VedbækWare House Stock Manager @ 2 Direct reports From July 1980 to April 1981 (10 months) Denmark/VærløseSchool child @ Graduated 10th class, (extended) From August 1970 to June 1980 (9 years 11 months) Denmark/Hvidovre/VærløseFlying The Flag: Executive education. @ Henley Business School From 2014 to 2015 Leading Leaders @ Sirrah From 2014 to 2014 Performance Management @ Carlsberg education From 2011 to 2011 Management Module I @ Maersk/Cultivator From 2009 to 2009 Leading Others @ Maersk/Cultivator From 2009 to 2009 Risk Management II @ DIEU From 2003 to 2003 Risk Management I @ DIEU From 2003 to 2003 ITIL @ Pink Rocade From 2003 to 2003 Coaching & Performance Management @ Vendator From 2003 to 2003 The Proactive Steering Committee @ DIEU From 2002 to 2002 Creating a cutting-edge Help Desk @ Barcelona From 2001 to 2001 Oracle 7 @ Dansk Data Elektronik course From 1998 to 1998 Action-oriented functional leadership I @ Frank Johansen/Cultivator From 1998 to 1998 Teambuilding & Leadership that impacts. @ Frank Johansen/Cultivator From 1998 to 1998 Action-orientated Consultants @ Frank Johansen/Cultivator From 1998 to 1998 Action-orientated Sale @ Frank Johansen/Cultivator From 1998 to 1998 The Leadership Agenda @ Frank Johansen/Cultivator From 1998 to 1998 UNIX 4.2 @ Dansk Data Elektronk course From 1997 to 1997 Senior Master Sergent, Leadship Education @ Royal Danish Airforce Senior Master Sergent School From 1995 to 1995 Master Sergent, Leadership Education @ Royal Danish Master Sergent School From 1994 to 1994 Technical course, TCF @ NATO / Italy From 1991 to 1991 Technical course, Cryptographic Equipment @ NATO / Italy From 1990 to 1990 Technical course, IVSN @ NATO /Italy From 1990 to 1990 Sergent, Leader ship education @ Royal Danish Airforce Sergent School From 1989 to 1989 Electronics Education, Electronics Technology/Technician, Graduated with rating "Well Done" (Velbestået) @ Royal Danish Airforce Special School From 1981 to 1986 7nd-10th class advanced level, Elementary School @ Langhøj School From 1977 to 1980 1-7th class advanced level, Elementary School @ Strand Marks School From 1970 to 1977 Tom Christensen is skilled in: IT Operations, IT Service Management, IT Management, Service Management, Vendor Management, Incident Management, Change Management, Management, IT Strategy, Outsourcing, Infrastructure, Project Portfolio..., IT Outsourcing, Stakeholder Management, Service Delivery, Service Desk, Business Process, Pre-sales, Governance, Leadership, Project Management, Integration, Contract Negotiation, Project Planning, Process Improvement, Project Delivery, Information Technology, Business Process..., Enterprise Architecture, Program Management, Sla, Strategy, Team Leadership, Data Center, PRINCE2, Resource Management, Process Management, Offshoring, Team Management, SAP, IT Transformation, PMO, Business Transformation, Software Project..., COBIT, Getting The Job Done, ITIL, Strategic IT Management, Mentoring, Infrastructure...
FLSmidth
Vice President Global IT Operations, Group Business Solutions
July 2015 to Present
Denmark, Valby
FLSmidth
Global IT Operations Manager, Group Business Solutions
November 2014 to Present
Denmark, Valby
FLSmidth
Global IT Operations Manager, Group IT
November 2013 to Present
Denmark/Valby
FL Smidth A/S
Global manager for Infrastructure Management (Head of IT Infrastructure)
June 2012 to October 2013
Denmark/Valby
BMC Software
Senior Project Manager (Contract) at BMC Software UK
February 2012 to June 2012
Denmark/Bagsværd/Søborg
Carlsberg Breweries
Director - Service & Operations
May 2010 to January 2012
Denmark/Valby
Maersk Drilling
Responsible for Global IT Support & Operations at Maersk Drilling, Maersk FPSOs and Maersk Supply Se
August 2008 to May 2010
Denmark/Lyngby
Maersk Group
Platform owner Service Desk & Control Center(operations), Group IT
August 2006 to July 2008
Denmark/Copenhagen K
Siemens Business Service
Support & Operations Manager
April 2006 to July 2006
Denmark/Høje Tåstrup
CSC
Director -Nordic lead Service Desk
January 2005 to March 2006
Denmark/Valby
CSC
Director CSC Airline Solutions Support
March 2004 to February 2005
Denmark/Copenhagen S
Scandinavin IT Group
Director - Nordic lead Service Desk
January 2000 to February 2004
Denmark/Copenhagen S
Dansk Data Elektronik
Support chief
March 1997 to December 1999
Denmark/Herlev
NATO
Site Chief
January 1990 to March 1997
Denmark/Vedbæk
Royal Danish Air Force
Head of communication HW/SW/IT Squadron 500
January 1989 to January 1990
Denmark/Vedbæk
Royal Danish Airforce
Technician /HW/IT/SW Squadron 500
May 1981 to December 1989
Denmark/Vedbæk
Widex
Ware House Stock Manager
July 1980 to April 1981
Denmark/Værløse
Danish School System
School child
August 1970 to June 1980
Denmark/Hvidovre/Værløse
Henley Business School
Flying The Flag: Executive education.
2014 to 2015
Sirrah
Leading Leaders
2014 to 2014
Carlsberg education
Performance Management
2011 to 2011
Maersk/Cultivator
Management Module I
2009 to 2009
Maersk/Cultivator
Leading Others
2009 to 2009
DIEU
Risk Management II
2003 to 2003
DIEU
Risk Management I
2003 to 2003
Pink Rocade
ITIL
2003 to 2003
Vendator
Coaching & Performance Management
2003 to 2003
DIEU
The Proactive Steering Committee
2002 to 2002
Barcelona
Creating a cutting-edge Help Desk
2001 to 2001
Dansk Data Elektronik course
Oracle 7
1998 to 1998
Frank Johansen/Cultivator
Action-oriented functional leadership I
1998 to 1998
Frank Johansen/Cultivator
Teambuilding & Leadership that impacts.
1998 to 1998
Frank Johansen/Cultivator
Action-orientated Consultants
1998 to 1998
Frank Johansen/Cultivator
Action-orientated Sale
1998 to 1998
Frank Johansen/Cultivator
The Leadership Agenda
1998 to 1998
Dansk Data Elektronk course
UNIX 4.2
1997 to 1997
Royal Danish Airforce Senior Master Sergent School
Senior Master Sergent Leadship Education
1995 to 1995
Royal Danish Master Sergent School
Master Sergent Leadership Education
1994 to 1994
NATO / Italy
Technical course TCF
1991 to 1991
NATO / Italy
Technical course Cryptographic Equipment
1990 to 1990
NATO /Italy
Technical course IVSN
1990 to 1990
Royal Danish Airforce Sergent School
Sergent Leader ship education
1989 to 1989
Royal Danish Airforce Special School
Electronics Education Electronics Technology/Technician Graduated with rating "Well Done" (Velbestået)
1981 to 1986
Langhøj School
7nd-10th class advanced level Elementary School
1977 to 1980
Strand Marks School
1-7th class advanced level Elementary School
1970 to 1977
Vice President Global IT Operations. (+290 Employees, 10 Direct reports, 2 functional reports) Responsibility: IT Operations in 50 countries (All run), supporting more than 14,100 people worldwide. Process Owner/driver on following ITIL3 processes: Change Management, Release Management and Software Asset Management, Incident Management and Request Fulfillment process. Departments: Global IT Service desk, Monitoring, Infrastructure & Support, IT... Vice President Global IT Operations. (+290 Employees, 10 Direct reports, 2 functional reports) Responsibility: IT Operations in 50 countries (All run), supporting more than 14,100 people worldwide. Process Owner/driver on following ITIL3 processes: Change Management, Release Management and Software Asset Management, Incident Management and Request Fulfillment process. Departments: Global IT Service desk, Monitoring, Infrastructure & Support, IT Service Management, On-Site, Infrastructure Management, Release & Change Management, License Management, Application Maintenance, Infrastructure Architects, IT Vendor Management. Employees in more than +25 countries.
What company does Tom Christensen work for?
Tom Christensen works for FLSmidth
What is Tom Christensen's role at FLSmidth?
Tom Christensen is Vice President Global IT Operations, Group Business Solutions
What industry does Tom Christensen work in?
Tom Christensen works in the Information Technology and Services industry.
Who are Tom Christensen's colleagues?
Tom Christensen's colleagues are Apichat K., Kallen Konen, Jackeline Escobar, Marilu Rojas, Gitte Peyro-Saint-Paul, Craig Chapman, Loretta Huihua Ye, Arun Kalra, Peter Erbel, and Eve Feld Renard
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