Dr. Glenn Agung Hole

Sopra Steria is a leading international consulting firm recognized for its comprehensive service portfolio in digitization. The company excels in strategy development, IT consulting, infrastructure and system development, digital solutions, and operations. Sopra Steria assists private and public organizations in Scandinavia to achieve digital leadership within their respective industries. With a global workforce of 46,000 employees spanning 25 countries, the Norwegian branch employs almost 4,000 professionals, generating an annual turnover exceeding NOK 4 billion.

The Department for Business Consulting, under the Organization & Change division, specializes in organizational development, focusing on strategy implementation and development, change management, managerial and leadership development, and value realization. Our services promote lasting changes and improvements for our clients. Our interdisciplinary teams work together to provide the necessary expertise and experience for each project. We emphasize continuous improvement and knowledge transfer throughout all engagements, ensuring our clients can maintain their progress beyond the project's conclusion.

As an Consulting Director I collaborate with major Nordic listed companies in areas such as Digital Business Transformation, change management, strategy, and sustainability.

Established in 2002, Procuratio Consulting takes its name from the Latin word "Procuratio," meaning management. Glenn has been an expert in interim management consulting for over 20 years.

In March 2023, the company was dissolved due to new regulations in Norway requiring activity in a sole proprietorship and a lack of activity in the past year. As a result, the company is no longer eligible for registration in the business register.

Website: www.procuratio.no

Key focus areas include:

• Strategy, Business, and Digital Transformation
• Business Process Optimization (BPO) with a focus on IT solutions
• Business Process and Support Management, Re-engineering, and Continuous Improvement
• Lean Management, Quality Management, and Change Management
• Supply Chain Management
• Project Management and Turnarounds, following PMI - PMBOK standards

The firm's approach emphasizes technology and digitalization, as demonstrated by their TIPS model (https://tipsmodel.org/).

Procuratio Consulting has served a variety of national and international clients, including Coop Norge, Orkla, Hunnebeck, Chiquita Nordic, QMS Minolta Nordic, Rentokil-Initial Nordic, Lindorff, and Nasjonal Skolefrukt, among others.

I hold a part-time position as an Associate Professor in Digital Business Transformation, with a 20% appointment. I lecture on Digitalization, Strategy, and Supply Chain Management. In this role, I combine industry practice with academic theory, ensuring that the curriculum is more practically relevant for the students.

Implemented a detailed review of the current AS-IS processes in production.

Consultant's role – Interim Change Leader: Glenn was engaged to assist and challenge the organization with organizational changes and leader training, as well as coaching middle and top management. He worked to anchor the organization's core values, vision, and mission among its employees and leaders. He contributed to the initiation of a leadership program in the organization, addressing what it means to be a leader at Curida. He initiated efforts to map the competencies of leaders and employees and began the process of mapping the organization's AS-IS processes.

Consultant's role – Process Leader: Undertook process management and implemented process work of the current AS-IS processes, visualizing them on a wall to ensure that all employees understood and recognized the various steps in the organization's work processes.

Consultant's role – Project Manager: Glenn led Curida's internal program office for change management and the implementation of a new ERP system. He engaged in significant external dialogue with suppliers and followed up on project employees internally. He initiated efforts to familiarize employees with the organization's vision, mission, and values. He began competency mapping of employees and leaders, establishing leadership development at the factory. Glenn's research expertise was also utilized in analyzing several hundred research articles on why the pharmaceutical industry struggled with digitalization on a general basis. This resulted in a scientific article on how the pharmaceutical industry must work to succeed with digitalization. Through this analysis, it became clear what Curida had omitted and why they had not brought employees along on the digitalization journey. The article was published in the world-leading pharmaceutical journal International Journal of Pharmaceutics X and was featured in the weekly newspaper Dagens Medisin.

Consultant's competencies in the project: Program Director, Change Management, Continuous Improvement (Lean), Digital Strategy, Digital Workshop Facilitation, Digital Transformation, Change Management (ITIL), Project Management, Project Planning, Strategy Implementation, Strategic HR, Strategic Competency Management, Strategic Leadership, Structured Problem Solving, Process Analysis, Process Mapping, Process Management, Reporting and Analysis, Reporting and Financial Monitoring, Analysis and Strategic Consulting, Statistical Analysis, Financial Analysis, Analysis, Risk and Vulnerability Analysis (ROS), Risk Analysis, Risk Management, Risk Control, Management of Risk (MoR), Production Analysis, Production, Production Monitoring, Production Planning, Material and Production Management.

From 2006 to present, serving as an elected representative and Vice-chair for Bragernes Parish Council.

From 2019 to present, acting as a deputy member for the Joint Council in Drammen.

From 2019 to present, serving as the committee leader for the new church building project in Drammen, now known as Bragernes Klang.

From 2014 to 2018, elected as an ordinary member of Bragernes Parish Council.

From 2014 to present, serving as the committee leader for the new church building project in Drammen.

From 2014 to 2018, member of the board for Cafe Album.

From 2014 to present, involved in St. Hallvard - Kari Center, an ecumenical collaboration with the Coptic Orthodox Church in Egypt, focusing on fundraising for a center for mentally handicapped children aged 0 to 18 years. Tunsberg Diocese and Bragernes Parish are also engaged in this ecumenical cooperation in Egypt.

From 2006 to present, volunteering as church warden, and initiator of communal dinners for single individuals and families with children.

Econa, Norway's largest professional association for civil economists (must have a master's degree) in order to be a member.

Board member at Helseviten AS, a consulting firm specializing in health promotion initiatives.

The Fretex Group transitioned from a regional structure to a business-driven structure, resulting in the merger of Fretex East Norway, Fretex West Norway, Fretex Central Norway, and Fretex North Norway. The new enterprise had 1,200 employees, 60 used-goods stores, four textile sorting facilities, one paper sorting facility, 150 trucks, and 3,500 textile collection boxes. Security shredding, redesign (tailoring for damaged textiles), and several disappearing functions were also consolidated, making the new enterprise more efficient. A new corporate structure for Fretex Environment was achieved, along with strategic resource and competence strengthening within the Fretex Group, focusing on internal mobility. The Fretex School was established, concentrating on relationship management, leadership functions, and store operations, to develop the next generation of leaders. The implementation of new IT solutions such as ERP, CRM, and a deviation system resulted in increased efficiency, reduced bureaucracy, and an annual cost base reduction of 79 MNOK. A dedicated sustainability department was established, securing significant industry agreements with major textile corporations.

Consultant's Role - Interim CEO: Glenn was engaged as interim CEO to lead the business transformation and consolidation of the four regional companies into a new corporate unit. This was the largest restructuring in Fretex's history, resulting in the closure of 10 Fretex stores, three textile sorting facilities, one paper sorting facility, 1,000 textile collection boxes, the downsizing of 400 employees, and the sale and dissolution of a division with 40 employees and 20 trucks for security shredding. Fretex Redesign was also closed, and the tailoring workshop with 20 employees was sold. The sale and disposal of 50 trucks were put out to tender. To achieve higher efficiency, a textile sorting line in Oslo was rebuilt for 22 million NOK, and interior article sorting lines in Trondheim, Oslo, Bergen, Stavanger, and Drammen were rebuilt for 9 million NOK. Close collaboration and involvement with trade unions were necessary, with monthly meetings held to ensure stakeholder engagement.

New IT systems implemented included MS365 Office in the Cloud, a new CRM Lime system, a new Deviation System, and the implementation of a new HRM system. The establishment of HR and the Fretex School as a separate unit focused on the development and management of HR systems. Sustainability was established as a separate department within Fretex, collaborating with UN Compact Norway and implementing four UN SDG goals. Glenn led his management team of eight division leaders and personally managed the change management program for restructuring and anchoring. Weekly meetings were held with representatives and key personnel for the company transformation. Glenn visited all the stores and sorting facilities that were being closed and met with affected employees. As an interim role, Glenn served as both an advisor and operational executor of the changes.

Consultant's Competence in the Project: Program Director, Change Management, Project Management, Lean Startup, Continuous Improvement (Lean), Restructuring, Digitalization, Leadership Development, Competence Analysis, Competence Management, Strategic Competence Management, Sustainability, Change Management (ITIL), Supply Chain Management (SCM), Store Solutions, Logistics, Customer Relationship Management (CRM), Risk and Vulnerability Analysis (ROS), Risk Analysis, Risk Management, Risk Control, Learning Management Systems (LMS), Lean SIX SIGMA, Investments, Investment Analysis, Reporting, Reporting and Financial Monitoring, Reporting and Analysis, Reporting Tools, Report Writing, Report Development, Deviation Management, Board Reporting, Economic Analysis, Financial Reporting, Circular Economy.

Board member at Fretex International, a sales and trading company for used textiles in the international market, spanning across 60 different nations.

Project Description: The overarching goal was to establish the municipality's competence center for e-health across various municipal sectors and develop a new electronic patient record system for Bærum municipality in collaboration with healthcare services.

The establishment of a new e-health and welfare technology competence center was achieved through the merger of three different municipal departments into one center with a total of 27 employees.

This enabled interdisciplinary collaboration across various municipal sectors. New supplier agreements were made, allowing the municipality to consolidate its welfare technology under one umbrella, significantly simplifying the coordination of internal projects and the expansion of welfare technology within the municipality. Additionally, the construction of a dementia village with welfare technology in Bærum was undertaken, which required close collaboration and involvement with trade unions.

Glenn was engaged to consolidate three municipal units into a new unit, establishing the municipality's first welfare technology competence center. His work consisted of process management, process leadership, improvement methodology, process methodology, change management, continuous improvement, goal management, process work, introduction, and training activities, and work processes in the new competence center. Focus was placed on process management, improvement methodology, process methodology, change management, continuous improvement, goal management, process organization, process work, introduction, and training activities related to the redesign of work processes. He led process work across various professional units in the municipality, ensuring interdisciplinary expertise across the municipal sectors. Glenn also established a new negotiation and competence unit in welfare technology for the municipality, focusing on the procurement and tendering of welfare technology.

Interim Project Manager

Project Description: Waste management is a legally mandated, critical societal function. RenoNorden, the contractor responsible for waste management in Bærum Municipality, declared bankruptcy, necessitating the rapid establishment of a new waste management solution for the country's fifth-largest municipality. Glenn was engaged as an external consultant by the municipal executive to lead the crisis management team in restoring waste management as a critical societal function, working at 100% capacity. At the time of its bankruptcy, RenoNorden was a leading waste management provider in both Norway and the Nordic region, serving 150 Norwegian municipalities. This event resulted in various crisis solutions throughout the country. As waste management is a critical societal service, Bærum Municipality, the country's fifth-largest, had to establish a new waste management solution for its 120,000 residents within a matter of days.

This mission-critical project aimed to ensure business continuity planning for waste management as a critical societal function in Bærum Municipality. The objective was to identify services, business processes, and common support tools - Who - What - When. The project entailed identifying non-critical services and processes that could reasonably be suspended during an interruption. As a crisis management staff function, decisions had to be made regarding how long the unit could function without standard support tools - Who - What - When. Throughout the project, the minimum personnel, supplies, data, and equipment required to support key functions and recovery efforts for waste management in the municipality had to be determined. Ensuring and maintaining up-to-date contact lists with the names and phone numbers of key personnel and operational staff at RenoNorden was crucial.

Glenn had to identify the interfaces to the continuity plans for other operational units in the municipality not involved in crisis management, and outline these interfaces. He needed to determine which units depended on others to complete their work and which units relied on his unit to finish their tasks. Furthermore, he ensured that all personnel with business continuity responsibilities were trained and prepared to address inquiries from the media, politicians, the public, and employees. This was an operational project management role leading the crisis management team on behalf of the municipal executive. Project objectives were met within the time and cost constraints. The goal was achieved by Glenn driving and executing the aforementioned objectives, ensuring the municipality could fulfill its critical societal responsibilities. Process management was the key to success. He facilitated interdisciplinary collaboration across various municipal sectors in the crisis management team and led the effort on behalf of the municipal executive. Glenn prepared a new emergency tender for waste management, led negotiations with potential suppliers, and represented the municipality during these discussions. He also developed a new main tender, conducted procurement and negotiations with potential suppliers, and managed the contract signing with the new supplier.

Glenn's Expertise in the Project: Tendering, Change Management, Process Analysis, Process Improvement, Process Management, Process Mapping, HP Business Process, Crisis and Emergency Management, Problem Management (ITIL), Change Management (ITIL), Leadership Support, Continuous Improvement (Lean), Procurement, Negotiations, Crisis Management, Risk and Vulnerability Analysis (ROS), Risk Analysis, Risk Management, Risk Control, Management of Risk (MoR), Public Procurement, Project Management Office (PMO), Public Procurement Law, Procurement Strategy, Dialogue-based Procurement, Dialogue-based Procurement Forms, Supplier Monitoring, Supplier Management, Delivery Planning, Health, Safety, and Environment (HSE), Sustainability.

Following the successful completion of the project, Bærum Municipality was able to ensure seamless waste management services for its residents. This positive outcome reinforced the value of efficient crisis management, interdisciplinary collaboration, and robust business continuity planning in the face of unexpected challenges.

Moving forward, the municipality has taken several measures to further strengthen its waste management system and reduce the risk of future disruptions. These actions include:

Glenn's expertise in managing the crisis and his experience in various areas, such as tendering, change management, process improvement, risk management, and public procurement, have been invaluable to the municipality in addressing this critical situation. His leadership and ability to bring together different stakeholders have helped Bærum Municipality overcome a significant challenge and build a more resilient waste management system for the future.

The lessons learned from this project serve as a valuable case study for other municipalities and organizations, demonstrating the importance of preparedness, effective communication, and strong leadership in managing crises and ensuring the continuity of essential services. By fostering a culture of continuous improvement and learning, organizations can better anticipate, prepare for, and navigate complex challenges, ultimately safeguarding their critical operations and the well-being of the communities they serve.

• Of Virke Rehabilitering for twenty-one rehabilitation institutions
• Represented Virke Rehabilitering in various parliamentary hearings on rehabilitation in the specialist health service and was one of the contributors to a new term in Norwegian health
• TSR (Interdisciplinary Specialized Rehabilitation)
• Virke organised 68 private and non-profit rehabilitation institutions in the specialist health service
• Through Virke Helse og Rehabilitering, we brought together the rehabilitation industry and developed a joint patient record system for 68 rehabilitation institutions
• SOMA
• Course participation
• Management

As the leading rehabilitation institution in North Western Norway, our facility specializes in a wide range of services catering to patients with morbid obesity, lymphedema, pulmonary/COPD, musculoskeletal diseases, cancer rehabilitation for soft tissue surgery, cognitive therapy and physical activity for chronic pain management, and occupational rehabilitation.

I held the overall responsibility for healthcare processes and management.

I contributed to established a dedicated Research and Development division and forged strategic collaborations with SINTEF, NTNU, and St. Olav's Hospital in obesity research. Our strategic focus involves the development of new patient populations and therapies.

Key initiatives and accomplishments include:

• Establishing Medical Services as a separate function, comprising a collaborative team of doctors, psychologists, nurses, and nursing assistants
• Enhancing patient care efficiency through accelerated turnover rates
• Implementing a new deviation management system
• Obtaining ISO 9001 and 14001 certifications
• Collaborating with St. Olav's Hospital, NTNU, and SINTEF on research in obesity, COPD, and vocational rehabilitation
• Securing new agreements worth 145 million NOK in 2015

Additional projects encompass the implementation of Electronic Patient Journals (EPJ), an ERP system, IT architectural design, a quality system for patient care, an intranet platform, and website development.

Board member at Storfjord Health Center AS, a company that provided health services such as emergency medical care, rehabilitation, and physical therapy in Storfjord municipality.

As Interim Chief Process Officer and Project Lead of the Transformation Office at Sønnico AS, I focused on efficiency, quality, and business support, with responsibilities including:

• Overseeing the organization's management system and processes
• Ensuring accountability for Health, Safety, and Environment (HSE) and Quality Lean Management
• Developing, implementing, and continuously improving systems and organizational structures
• Leading the company's Project Office for change processes and projects at the corporate level

Key achievements and initiatives involved:

• Implementing new procurement processes and IT solutions
• Introducing a new Enterprise Project Management System (EPS)
• Developing HR processes to attract and retain qualified personnel
• Implementing Lean Management and Customer Relationship Management (CRM) strategies
• Establishing a quality system in SharePoint 2013
• Achieving ISO certification

Chief Executive Officer at Drammen Taxi BA from March 2011 to August 2012, I held a leadership position in Buskerud county's largest taxi company, established in 1914. Approximately 200 cars operated across 8 Buskerud municipalities under order number 05060, thanks to strategic partnerships between Drammen Taxi and surrounding taxi centers. Employing around 400 taxi drivers and 40 administrative staff members, I managed the Profit and Loss (P&L) of 120 million in annual sales.

Key responsibilities and accomplishments included:

• Strategically planning resources and developing business processes
• Implementing deviation, quality, and safety systems, along with a new Enterprise Resource Planning (ERP) system for financial and operational management, and a SharePoint Intranet solution
• Deploying a new taximeter ERP system for 6,000 taxis across Norway
• Developing a new IT architectural design
• Establishing a unified department for customer service, traffic, and quality management by consolidating three previously separate departments
• Facilitating the formation of a joint IT company and relocating IT development to a Business Process Outsourcing (BPO) provider
• Eco-certifying 200 vehicles and 400 drivers, managing public tenders in transportation at county and municipal levels, emphasizing quality, safety, and continuous improvement
• Implementing a new quality system and Intranet

Board member at Taxus Norge AS, a technology and IT provider for the operation of taxi systems in Norway. Taxus Norge was one of the first to introduce a taxi app in the Norwegian market, connecting consumers directly to a taxi's traffic control system. Positioning between the customer and the nearest taxi was facilitated. Taxus Norge is a service provider of traffic control systems for taxi dispatch centers in Norway, operating over 6,000 taxis. Taxus provided all services and technological solutions related to a taxi driver's daily routine, including taximeters, payment terminals, as well as booking through app, web, and phone. In addition to traffic management, Taxus Norge also acted as a negotiation partner for taxi companies in relation to public tenders.

As Transformation Director of PMO - Corporate Turnaround at Lindorff, I held the following responsibilities:

• Serving as Interim Director of Lindorff Accounting / Mirror Accounting / Procuratio Consulting
• Overseeing the Transformation Office (Project Management Office) for change management and leading a team of 60 project managers
• Reporting directly to Group Management and Deputy CEO in a wholly-owned subsidiary of Lindorff Group
• Managing overall project and financial responsibility for the project office, with a budget of 12 million Euros and 60 employees involved

Key initiatives and achievements included:

Operational Changes:

• Discontinuing the accounting firm in Hammerfest
• Establishing a new Shared Service Center in Vilnius, Lithuania, employing 100 staff members for payroll, accounting, customer service, and IT
• Constructing a new accounting center in Umeå, Sweden, with 50 employees responsible for payroll, accounting, customer service, and IT
• Restructuring the accounting center in Stockholm, Sweden, comprising 80 employees handling payroll, accounting, customer service, and IT

Corporate Purchasing Process Streamlining:

• Standardizing projections of business processes within payroll, finance, accounting, and financial management

IT Project:

• Implementing a new ERP system, Microsoft Dynamics AX, across the entire Lindorff Accounting Group

New IT Architectural Design:

• Developing a new IT architectural design for the Lindorff Accounting Group

As a management-for-hire professional, I took on the responsibility of strategy and process management, as well as standardizing work processes within the distribution unit. I authored the Strategic Plan for 2007-2009 and implemented a new IT/CRM system for sales and marketing in a company with a turnover of 350 million NOK. My primary focus was consolidating seven distribution units with 1,500 employees into a single unit. I successfully executed a new company structure with new Key Performance Indicators and work processes, resulting in an improved EBITDA for the distribution unit.

Key areas of expertise and accomplishments included:

► Strategy, management, and turnaround

► Business Process and Support Management, Re-engineering, and Continuous Improvement

► Lean Management, Quality Management, and Change Management ► Supply Chain Management

► Project Management and turnarounds based on PMI - PMBOK methodologies

Additional achievements:

► Designing a new IT architectural framework for the Orkla Media Distribution Group

► Implementing a new ERP system for distribution

► Deploying a new digital distribution handbook for 1,500 employees across Norway

► Implementing a new CRM system for sales

► Implementing a new system for quality measurement

As Interim Director of the Transformation Office (PMO Office), my responsibilities included:

• Leading the turnaround of the logistics, distribution, and purchasing unit
• Managing a purchasing volume of 300 million NOK in fruits and vegetables

Key achievements and initiatives involved:

• Successfully implementing new standardized purchasing and logistics processes for 3,200 primary schools in Norway
• Designing a new IT architecture and developing a novel IT system for purchasing, distributing, and managing logistics for fruit and vegetable delivery to all 3,260 secondary schools in the country
• Achieving a 36% growth in "School Fruit" subscriptions
• Reducing distribution and supply chain management costs by 22%

Continuing with my accomplishments and responsibilities in the interim director role:

• Collaborating with key stakeholders, including suppliers, school administrators, and local government authorities, to ensure smooth operations and delivery
• Establishing metrics and key performance indicators (KPIs) to monitor the effectiveness of the implemented processes and systems, enabling continuous improvement
• Developing and executing training programs for staff members to enhance their understanding of the new systems and processes, resulting in improved efficiency and productivity
• Promoting sustainability initiatives by sourcing locally and supporting environmentally friendly packaging solutions, contributing to the reduction of the organization's carbon footprint
• Implementing a robust communication strategy to keep stakeholders informed of the progress and benefits of the transformation initiatives
• Identifying potential risks and challenges, and developing contingency plans to address them proactively, ensuring the success of the transformation project

As CEO, my primary responsibilities included:

• Developing financial investment analyses for various business cases
• Executing investments in the real estate market, totaling approximately 800 million NOK
• Managing project portfolios
• Strategically planning resources
• Maintaining a holistic project overview
• Estimating costs
• Planning contingencies
• Managing risks

This comprehensive approach enabled a deep understanding and effective implementation of investment strategies across diverse business scenarios.

Serving as a board member at Palmtech ASA, a company specializing in the development and programming of software for handheld Palm devices.

Serving as a board member at Dynamis Software ASA, a provider of ERP solutions focused on CRM systems for non-profit organizations.

Board member at Trærudparken AS; a real estate company that built residential properties and an educational building in Lillestrøm, Norway.

Board member at Eiendomsutvikling Inter ASA, a real estate company involved in property development in the southern region of Norway.

Serving as a board member at Bare Suppe AS, the first Soup Bar Chain in Norway. 14 Soup bar was established in the Oslo area.

Serving as a board member at Fish Invest ASA, The first whitefish farming company in Norway, later acquired by Pan Fish ASA.

Board member at Florvåg Brygge AS, a real estate company that built 35 apartments in Florvåg.

Board member at Bo Bra AS, a real estate company that built 50 apartments in Ålesund, Norway.

Board member at Telemedicine ASA, a technology company in the field of telemedicine. Telemedicine is the use of various forms of telecommunications and data communication for medical purposes. Telemedicine involves examination, monitoring, treatment, and administration of patients, as well as the education of patients and personnel using systems that provide immediate access to expertise and patient information, regardless of the geographical location of the patient or the relevant information. Since 2000, the term telemedicine has increasingly been replaced by the term e-health.

Board Member at Kjell Teknologipark AS, Kjeller Technology Park is part of the Lillestrøm-Kjeller Research Park in Norway. In total, the park consists of four buildings, covering an area of approximately 14,000 square meters. The Kjeller Technology Park area is zoned to allow for the construction of an additional 10,000 square meters of office space. Kjeller Technology Park comprises four buildings with the addresses Instituttveien 6, 8, and 10, 2007 Kjeller. Kjeller Technology Park AS was responsible for the construction of these four buildings.

Civilian First-Time Service (military service) Norwegian Forum for Environment and Development Nov 1996 - Jan 1998 · 1 yr 3 mos

ForUM is an NGO network consisting of 50 NGOs focused on addressing environmental and developmental issues in accordance with United Nations guidelines. During my tenure, I worked as an office employee, serving in the capacity of an information officer.

I was responsible for establishing the first large kiosk concept for Coop Øst, managing a kiosk with 12 employees, operating in three shifts and open for 18 hours per day. Simultaneously, I worked at Probo Eiendom Invest, covering evening and weekend shifts at the kiosk. Coop decided to explore the kiosk concept, establishing nearly 40 kiosks across Norway. However, the concept proved financially unsustainable, leading Coop's central management to discontinue the kiosk concept within its chain operations. This experience presented my first challenge as a leader in managing business dissolution and employee termination.

Volunteer Soup Kitchen Helper, once a week

Department Manager for the computer and electric department, Obs! Moa. My duties was to rund the computer and electronic department. Time from 1991 - 1995 was part-time.