A large Danish industrial company with revenues of approx. EUR 2.2 billion initiated a major transformation program to separate and divest one of its core business units. The initiative required a full IT carve-out, including the separation of 77 business-critical applications, associated licenses, contracts, data, cloud environments, and the operating model. The objective was to establish two fully independent IT landscapes with no operational interdependencies.

Running from Q2 2023 to Q3 2025, the program comprised more than 20,000 man-days and a team of over 100 specialists. The separation was executed in two clearly defined phases. Phase one (“the Sprint”) delivered the logical separation of ERP and related satellite systems, including cut-over, hypercare and handover to operations – aligned with the corporate de-merger timeline. Phase two (“the Marathon”) executed the physical separation of all 77 applications to two newly procured cloud tenants (OCI and Azure), continuation of license and contract separation, secure deletion of sensitive data, and establishment of new operating models.

The program applied a hybrid delivery approach combining waterfall and agile methods, supported by a strong governance structure with both strategic and tactical steering committees. Its setup included dedicated workstreams, sub-streams and 19 project teams, each with its own project manager. Reporting followed a strict cadence supported by risk logs, issue management, planning tools and structured dashboards.

The program met all timeline objectives, completed the full separation of applications, licenses and contracts, and established two fully independent cloud environments. It enabled a stable foundation for a successful divestment.

Mikael established and orchestrated the entire program from the ground up, including overall design, phasing, governance, staffing, documentation standards and communication. He created a clear program vision, established a high-performing global team of more than 100 contributors, and led all reporting cadences, steering committees, budget management and master planning.

A leading Danish retail company with annual revenues of around EUR 5 billion initiated a major ERP transformation to replace an ageing, custom-built mainframe solution. The objective was to establish a modern and scalable foundation for the company’s ongoing digital development. The solution was required to support more than 1,200 stores and 40,000 employees across Denmark.

The programme ran from 2018 to 2023 with a total budget of approximately EUR 270 million and involved up to 500 internal and external specialists. Implementation was delivered through multiple releases, each migrating groups of products and business processes from the mainframe to SAP S/4HANA Retail, SAP TM, EWM, BI, HRM and RELEX. Each release covered design, development, testing, data migration, cut-over, training and hypercare. A key principle was to bring a functional solution into operation quickly and refine it incrementally.

During the programme, the delivery approach evolved from a fully agile setup to a hybrid model, where V-model-based deliverables ensured coherence across business domains. Governance was strengthened with a clear reporting structure from delivery teams to programme leadership and onwards to the steering committee. Microsoft Project, Excel and PowerPoint supported planning and reporting, while Azure DevOps was used for requirements and backlog management.

The programme delivered a modern, fully integrated ERP landscape that strengthened operational efficiency, improved data quality and provided a robust platform for future digital initiatives.

Søren served as part of the programme leadership, establishing a unified project methodology and reporting structure that restored transparency and control. He also built central functions such as the test and hypercare teams, ensuring a stable transition to operations, and provided ongoing reporting to the programme and steering committee, including the CEO and executive management.

A global manufacturing company with annual revenues of EUR 10–15 billion sought to modernise its e-commerce capabilities to support growth and standardise digital sales across markets. The objective was to replace a non-scalable legacy platform with a modern and future-proof solution based on Salesforce Commerce.

The programme ran from 2020 to 2022 and comprised more than 5,000 man-days. It was delivered as an end-to-end initiative covering analysis, MVP delivery, successive releases, maintenance and ongoing support. The analysis phase began during the early COVID-19 period and was executed under challenging conditions. After a temporary pause, the project was restarted in the autumn, coinciding with Salesforce releasing a new version of the platform. Prior to restart, the team delivered an advisory engagement to support the customer’s strategic platform choice between a mature but ageing version and a new but immature release. Based on this guidance, the customer opted for the new version.

Following the MVP launch, the programme transitioned to an agile delivery model using Kanban, enabling continuous enhancement and development of new functionality. Delivery management was characterised by an engineering-driven discipline with strong focus on planning, risk and milestone control. Governance covered both architecture and design decisions, and a dedicated PMO ensured full transparency on progress and status. Microsoft DevOps was used for requirements and backlog management, supported by tailored estimation and reporting models for the steering committee and executive stakeholders.

The result was a stable transition from the legacy system to a modern, globally scalable e-commerce platform, which today enables customers in more than 60 markets to purchase the company’s products online.

Henrik Rasmussen served first as project manager during the analysis phase and later as overall programme lead. He played a central role in programme management, coordination and steering committee reporting.