Leadership requested “project leader mindset training” for 4,000 employees.

Challenged the assumption, calculated the hidden costs (12 M DKK), and asked whether the training would truly deliver value matching that.

The program was stopped before rollout, avoiding wasted spend and focus on the wrong problem.

A new drug couldn’t launch unless medical liaisons were properly trained and documented.

Built a lightweight LMS with existing tools, focused only on core compliance.

Platform solved the immediate launch issue and was later adopted as the company-wide training solution.

New hires faced a fragmented onboarding process, wasting time for employees and managers.

Interviewed all new hires for two months, then co-created a new process with the robotics team.

Automated onboarding one month before start, including resources, manager tasks, and calendar bookings.

Lower new hire turnover, faster time to performance, better ENPS

Employees couldn’t find HR information in the intranet.

Redesigned structure and layout using SharePoint and PowerPoint — no new systems.

Inquiries dropped by half, leaders gave positive feedback, and other units copied the model.

Senior leadership requested “project leader mindset training” for all 4,000 employees.

No one could explain what problem this training was meant to solve, or show data that supported the need.

Instead of just building the program, I first calculated the full cost of putting the entire organisation through the training.

I took this back to stakeholders and asked the core question: was creating a “project leader mindset” worth 12M DKK to the business?

The initiative was stopped before rollout.

The organisation avoided spending 12M DKK and redirected focus to real, value-creating challenges.

Burning platform: A new drug launch was at risk.

Medical liaisons needed documented compliance training before the launch could go ahead.

It had been completely forgotten in the preparations.

The medical liaisons worked across the world in 30 different markets.

Their role was to ensure that pharmacies, doctors, medical clinics etc. knew the product with all its benefits.

They were always on the go. Worked from their car. Primary working tool was Ipads.

The solution would have to fit in that way of working.

Buy cheap white label compliance apporved lms (5000€ /year) and taylor it to those specific needs:

Data could only travel upwards, not across local parts.

Simple and intuitive UX to ensure ease of use.

Develop process for user and content upload.

Train the main admin (only one was needed to service this global solution)

Test with local champions

The drug launch proceeded without delay.

The platform proved so effective that it was adopted company-wide and became the global standard for commercial training.

Leaders around a large telecom company kept complaining about poor onboarding.

Managers struggled to keep track, and important resources often arrived too late. This wasted time and created a poor start for new employees.

With ~2000 persons employed in call centres alone, the company had a new hire turner above 22%.

Assembled project team across the company with members from HR and CX.

During a period of two months, we Interviewed all new employees three times: One week before start, on their second day, and after one month.

Findings: After converting all data into user experience maps, three pain points became clear:

^{1. Practicalities: If mobile phone, personal computer, and access cards didn't work, it overshadowed most other aspects. People simply couldn't get started without these fundamental tools.}

^{2. Belonging: It was crucial to new employees to feel welcome; That colleagues greeted them, that they knew who to talk to, and had someone to eat lunch with.}

^{3. Structure: New employees experienced too often, that nothing had been prepared for them - that no structure was in place around them during their initial month. Some didn't even meet with their manager for the first month. This made them feel irrelevant or unwelcome.}

These foundational challenges had to be dealt with before anything else. Cultural initatives or performance boosting initiatives would have zero effect, if they didn't build on a solid foundation.

Via a collaboration with the internal robotics team, I designed a fully automated onboarding process.

It provided employees and managers with the right resources ahead of time, including automated calendar bookings.

Examples:

Immediately after signing, a new employee would receive a text message with a greeting, a link to a website for new employees, and an overview of what they should expect from now and until they started.

Eg. it stated, that one week before 1st day, they'd meet their buddy.

To ensure that, the robot would remind the hiring manager of this two weeks before 1st day, with a buddy-guide attached, so they could just forward the mail to the right colleague.

The process also included continuously collecting data on the onboarding process, so we could evaluate the various parts.

The automated process improved the experience for both new hires and managers. Feedback data was great: It indicated progress and also specified where we should focus in the next iterations.

The process saved time for hiring manager.

It ensured consistency across the organisation.

New hire turnover fell to 14%.

Starting problem: HR use too many ressources on answering inquiries from the organisation. Especially leaders.

HR: "Leaders are lazy: They call or write us instead of finding answers on the intranet."

Hypothesis: People tend to do things the easy way. Maybe the intranet isn't easy to use?

Examination of Intra: Build in a custom add-on on top of old sharepoint. No analytics tools or user data. HR owners have a clear page structure. Generally, from a UX perspective, the intra is messy and hard to navigate.

Collection, cleaning, and analysis of incoming HR call and email data one year back.

Insight: Incoming HR inquiries are mainly related to one of 8 categories, such as labour law, hiring, and yearly processes.

Build new leadersite.

Curate content based on baseline data from heatmap.

Make it easy to update and maintain: Build all visual elements in Powerpoint.

Use Company Brand Guide to make it recognisable.

Train HR owners to work with sharepoint and powerpoint.

Based on collection of new data after 6 months:

HR inquiries fell with 50%

Traffic on new leadersite was high.

Good feedback from leaders.

Other internal communications sites adopted format and design.