Michael Smed Kristensen

Heading well-performing department of around 70 employees that delivers software for multi-domain (maritime, land, and air) very complex defense systems.

Results:

• Significantly increased departments ability to deliver projects on schedule, budget, and scope, while significantly increasing quality of deliverables, resulting in high customer satisfaction (50-100 MDKK/year).

Responsible for a system and software development department of +50 employees delivering Command & Control systems for among others the Royal Danish Navy and export customers.

Results:

• Established a strong and scalable organization through onboarding of four (Senior) Managers. Through the later created stability of and belief in the organization.
• Improved collaboration by definition of an Operational Model giving a common understanding of modus operandi. Furthermore, established a team culture, where everybody is ready to support their colleagues in order to make the team succeed.
• Increased knowledge sharing and secured team-based competencies to reduce bottlenecks and organizational vulnerability.
• Improved quality and reliability of deliveries through implementation of DevOps, Continuous Integration/Deployment (CI/CD), and test strategy. Furthermore, established DevOps team spearheading DevOps within Terma.
• Defined and driven essential strategy areas within business unit such as Information Security, Innovation Management, and Multi Domain Operations (MDO).
• Improved alignment between commercial and development organization.

Responsible for a system and software development department of 40-45 employees. The department is composed of 4 cross-functional (system engineers, software developers, and testers) scrum teams each with their own Team Manager/Product Owner (combined role). Furthermore, 2 software architects and 2 scrum master are a part of the department. A DevOps team is one of the scrum teams and this team is part of spearheading DevOps within Terma.

Leader of a department delivering products and systems within the C2 business area of Terma, providing C2 platforms operating in the general maritime domain.

In this role I was responsible for the development and daily management of the department which among others included:

• Organizational development and transformation from Waterfall to Agile mindset through coaching of teams and individuals within and outside of own department.
• Insuring core competencies of individuals and teams through professional development, knowledge sharing and training.
• Improvement of processes and collaboration through, e.g. driving best practices documentation, definition of roles and responsibilities, definition and initiation of governance etc.
• Definition and execution of C2 wide strategic initiatives with involvement of Architects, Project Managers and Line Managers within the theme of "Automation and Lean processes" such as Continuous Integration & Deployment, DEVOPS, Test Strategy and Release Management.

Leader of a department delivering systems within the C2 business area of Terma. The department consists of scrum teams with professional Product Owners, Scrum Master, SW Architect, SW developers and system engineers.

Line Manager for a world class team of DSP engineers responsible for delivering audiology and signal processing features

Innovation Product Owner and Project Leader, roles spanning across the whole function (around 150 people).

Results:

As Team Manager (since Jan '16):

• Expansion of the team by around 50% going from 15 to 23 FTE.
• Kept a very low turnaround in the team – only 1 resignation in 3 years. E.g. through attentiveness and quality personal and team development.
• Taken significant part in strategic work related to the establishment of and support to an Agile development organization in the function.
• Together with Product Owners, secured timely and high-quality deliveries. E.g. by driving initiatives to ensure an automated test suite and continuous integration roll-out.
• Driven initiatives to raise the level of knowledge sharing, e.g. through establishment of internal/external training, knowledge fora and a knowledge sharing platform.
• In collaboration with Platform Architects and Release Managers identified and driven improvements, e.g. related to release processes.

As Product Owner and Project Leader (since Feb '18):

• Defined and rolled-out a strategy for establishment of innovation within the function. As part of this defined the setup and governance across an Agile development organization.
• Established and maintained an innovation backlog within the function. Delegated maintenance responsibility to SCRUM team Product Owners and defined processes for this.
• Managed stakeholders in R&D, sales and marketing, project management etc.
• Presented new technology and concept project insights/results for top management and Architects.
• Project Leader on 2 concept projects with cross-functional staffing. Both projects were transferred to product releases more than 1 year ahead of the original plan.
• Taken part in defining and rolling out the strategy for incorporation of Artificial Intelligence (Al) in future product development.

Development, implementation, and verification of signal processing algorithms for next generation hearing aids.

Results:

• Taken significant part in ensuring a well-performing Anti-Feedback system for the OPN hearing instrument release in 2016. This product put Oticon back on the map as a leader within audiology and signal processing.
• Developed an algorithm for detection of a proper fit of a hearing instrument in the ear of a child. The algorithm was part of the product release in 2015.

Responsible for implementation of signal processing algorithms on various platforms. Participate in investigations within new signal processing algorithms for hearing aids.

Results:

• Participation in various audiology and signal processing related research projects.
• Implementation of a real-time signal processing platform for modification of monaural and binaural signal aspects. The implementation was later used in a PhD project.
• Implementation of a spectral modification algorithm in assembly on a hearing instrument.

Calibration and repair of equipment for sound and vibration measurements.

First Lieutenant within the Engineering squads. Educated platoon leader from August 1999 until July 2000. Served as platoon leader for an Engineer trop platoon consisting of 25 privates, 3 sergeants and 1 sergeant first class from July 2000 until July 2001.