About Soren Sonne and my background

I listen and advise

I place great emphasis on listening and understanding so that I know my potential customer's desire for a new direction. I listen before, during and after a change. All three phases are important for a good project - especially 'after a change' because it lays the foundation for the next phase. Doesn't everyone do that, you ask? They should, but in consultancies or in companies, listening can get bogged down in excessive internal conflicts of interest and the customer doesn't get the independent advice they deserve. When I engage with a customer, they get my attention 100% and without any underlying agendas. If we disagree, I'd rather stop so we don't waste our precious time.

About me

I emphasise honesty, because honesty ultimately gives the best result for everyone involved. For a major change to happen, all aspects - positive and negative - must be laid out so that everyone knows the consequences of what is about to happen. Constructive dialogue can now take place and both the good things and the not so good things can be discussed. If something is an order, be honest about it and say something about why. Often unpleasant news is accepted more easily than you think.

I specialise in digital strategy and project management.

Digital strategy because I believe that technology shapes our daily lives more than we think, affecting individual behaviour and psychology. My focus in digital strategy is mostly on business processes based on digitised business systems, as this is where a large part of the development for companies will be for the next many years.

Project management, because the way a project is implemented can be crucial for the future of a company. And not least for the future of the individual employee. Project management must be based on a transparent methodology so that everyone can follow the progress. The psychological aspects are important. If there is nervousness and fear, it's important to deal with it so that unjustified rumours and uncertainty are not created.

A little from the personal side. I have a wonderful wife and two amazing children. I'm super sociable and enjoy meeting new people. I love good food and going to the cinema. I'm physically active with a rowing machine, cross trainer, roller skates, and a heart rate monitor so I don't overtrain 😊

I come with calm and creativity

I come with calm, and when there is calm, there is room for creativity. The vision of the project is anchored in my stomach and I am absolutely sure that we will achieve a joint success. The initial nervousness needs to be removed or reduced to a level where it doesn't interfere. Management's communication is important, but also mine, because I have to work with all participants regularly. When things are calm, it's easy to create a breeding ground for creativity.

I listen to your entire organisation

I prefer to listen to all participants personally. Do personal ambitions match the company's? Do they work for a living and value good colleagues the most? Can the participant see themselves in the project vision? Are they carrying around a history of bad treatment? If these and many more questions are handled confidentially, then I have a project employee that I trust 100%. And trust - both ways - is a prerequisite for a successful project.

I leave an overview and structure

My activities are always delivered with an overview and structure for the customer, so they don't feel like they're being delivered some kind of opaque package that can't be worked on. I provide insight, documentation and suggestions for the next steps that can be taken. I like to participate in handover meetings with both the customer and new suppliers. Such a "proactive post-review" also gives me an overview of the delivery and an opportunity to improve next time. Everyone can always learn and improve.

My background and CV

'Knowledge is power' is a well-known saying. I say 'lack of knowledge is lack of power'. If you act on an unknown and loose basis, the path to the goal is uncertain and unknown. I deliver insight and transparency - not just in the solution, but also through early analysis and along the way to the goal. I've been on the supplier side and the customer side, and as an advisor, often in between. I advise on organisation, psychological insight, processes, transactional systems (typically ERP), integrated management information (management information in a broad sense, consolidation, simulation, investment, ESG, etc.)

The below is general about me, but the attached CV provides more specific insights - otherwise please call me.

PDF: Projects, courses and training View my LinkedIn profile

Today I am

Today I work independently and advise large and small companies on digital strategy and project management consulting. The issues and challenges are the same as before, but I can now advise independently and freely. I focus on a humorous approach and am passionate about my customers. I communicate complicated material in an entertaining and inspiring way. Experience and tools from the past and present are always in my toolbox.

Early on

Many years ago, I was a high-level rower and part of the environment that later created Guldfireren. I suffered a back injury and had to think outside the box. I became a coach. It was a huge change. Suddenly I realised how inspiring it was to instruct and guide - to be on the other side. I wasn't just a coach, I was now also a counsellor. Not just for the rowers, but also for parents, board members, managers, and other interested rowers. From focusing only on myself, I now saw the importance of the environment.

Maersk insights

A long leap forward to my time at Maersk. I worked at Maersk for 14 years. From Business Consultant in Group IT, to Project Manager, to Programme Manager, and most recently to Head of Corporate Finance BI. A fantastic journey from small specialised projects to large programmes, and as a leader also to the development of both department and personal consulting. The journey also included head office consulting and business unit consulting, and not least C-level consulting.

The Dako era

Dako was a pharmaceutical company that needed to transition from being privately owned to being transparent and globally process-efficient. An internal team set-up did not produce the desired result, and I joined as the first professional from PwC. Dako now gained insight and could participate constructively in the transition. More employees, new outsourcing agreement, important upgrade, constructive dialogue with suppliers, and C-level advice. Fantastic time.

The consultancy days

Before Dako, I was at PwC. A place with team spirit and professionalism in consulting and with a focus on the customer. As a consultant, I was sent to several customers at home and abroad and experienced complex issues that required deep dedication to solve. For example, I worked in Russia and gained insight into a culture that was very different from our own. Besides PwC, I worked at Oracle and IBM as a consultant.

"Søren is super focused on the holistic picture of the customer's needs.This benefits both the customer and the supplier."

Jacob Nubé, Director Data & Analytics at HumanTotalCare

"Professional and dedicated. Always ready to celebrate even the small results.

Jochen Kuhn, FP&A Manager at Svitzer

"Insight and integrity are the basis for an important and very neutral stakeholder analysis."

Annette Olsen, Senior Consultant for Project Management and Strategy at Djøf

"Professional approach to software development and testing. Few mistakes equals success."

Vladimir Soshko, Senior Business Consultant & Product Owner at Yavica

"Analytical and creative when designing solutions. Full focus on the good user experience."

Søren Klenz, Senior Technology Service Manager at Maersk

"Always cosy and sociable. Good at baking cakes."

Per-Erik Hästesko, Lead Consultant at OneStream Software

"Likes to drill down to understand the important details. Especially those that ensure an automatic data flow."

Kasper Petersen, Senior Engineering Manager at Maersk

"Good for personal and confidential conversations."

Anne Christensen Haslev, Senior Software Engineer at Maersk

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