An internal leadership program should never remain static. In fact, its effectiveness in driving tangible, day-to-day impact depends entirely on its ability to stay flexible and adapt to emerging challenges. That’s the view of Bravida’s HR Development Manager, Dorthe Ulriksen. Read about Bravida's collaboration with CfL.
By Nikolai Steensgaard, Business Journalist, November 2024
In a world defined by constant change, companies and organizations must continuously adjust their course to meet new challenges and strategic goals. Against this backdrop, internal leadership training can’t afford to stand still—it must evolve in step with the issues leaders face right now.
This perspective comes from Dorthe Ulriksen, who oversees HR development for approximately 3,000 employees at Bravida, Denmark’s largest technical installation and service provider. She maintains an ongoing dialogue with CfL, which supports the company’s internal training efforts.
“It's a collaborative, dialogue-driven partnership. CfL delivers the tools, and we supply the substance and the real-world challenges from our day-to-day operations,” she says. “This dynamic ensures that our internal leadership training is always evolving.”
The guiding principle is clear: the world doesn’t stand still, and by tackling pressing, real-time challenges, leadership training remains both relevant and action-oriented. Still, that doesn’t mean starting from scratch every time, she points out.
“Of course, we have a framework for the programs, but the collaboration and adjustments reflect what is happening in the world and within the company. If something significant happens, like a leadership or strategy change, we adapt the training accordingly. That way, the content always rings true in participants’ daily work life.” she explains.
Bravida offers leadership training at multiple levels. At CfL, Strategic Leadership Consultant Lars Hemmingsen is responsible for guiding the planning and execution of Bravida’s internal program for department managers and high-level leaders just below top management.
The most recent program for this tier wrapped up shortly before summer 2024. It spanned nine months, bringing together 12–13 participants across six two-day modules. Key areas of focus included:
To ensure that the theories truly took root, participants engaged in robust dialogue, group discussions, and a thorough 360-degree assessment process. This meant evaluating their own competencies both before and after the program, supported by feedback from direct reports and supervisors. The goal was straightforward: give participants a clearer picture of their leadership style, strengths, and areas for growth.
Finally, the program wrapped up with participants developing and presenting their own 100-day plans—concrete roadmaps detailing how they would bring their newly acquired insights and tools into the business’s day-to-day operations. These final presentations were delivered directly to Bravida’s CEO, Christian Alsø, ensuring that the leadership development journey remained not just theoretical, but powerfully actionable.
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Has worked at Bravida in various roles for ten years and currently holds the title of HR Development Manager.
Previously handled HR responsibilities at companies such as Clipper Group, Renesas Electronics, Nokia, and Nordicom.
Holds a bachelor's degree in labor relations from Aalborg University and additional qualifications in HR and coaching.
At CfL, Strategic Leadership Consultant Lars Hemmingsen is responsible for the mentioned internal training program at Bravida.
He has extensive leadership experience at both strategic and operational levels.
Lars Hemmingsen holds a degree in Civil Engineering from the Engineering College and is also a certified Executive Business Coach from The Leadership Company.
Bravida Denmark is part of a larger Swedish group, and as a technical installation and service contractor, it operates across multiple disciplines—electrical, plumbing, ventilation, cooling, security, as well as fire and safety systems. Its scope is broad, ranging from critical infrastructure projects like the Great Belt Bridge to driving the nation’s ongoing electrification efforts.
In practice, many of Bravida’s employees have completed trade-based education, which gives them a strong professional skill set. These competencies naturally position them for leadership roles as they emerge. However, their backgrounds also present unique challenges, explains HR Development Manager Dorthe Ulriksen.
“Many have the solid technical grounding that could make them capable leaders,” she says. “But if you’re an engineer or an installer by trade, you may lack exposure to leadership theory and disciplines. That’s why it’s vital to cover the fundamentals—self-awareness, leadership tools, and how our corporate strategy guides our work,” she says.
In a large, multifaceted organization like Bravida, alignment is crucial. The training addresses this by connecting leaders who might otherwise never meet.
“Our structure is highly decentralized, both geographically and operationally,” Ulriksen notes. “For instance, plumbing managers in two neighboring cities might never interact if they aren’t working together on a project. Yet they face similar challenges. By bringing them together in a learning environment, we’re enabling them to share experiences and insights, ultimately strengthening their networks. That’s valuable both for the individual leader and for Bravida as a whole.”
Bravida’s leadership training journey with CfL began in 2018. During these sessions, a CfL consultant and a Bravida HR representative work side by side to ensure that each program blends the right external expertise with internal know-how.
“This long-term collaboration means the external consultant understands our company context,” Ulriksen explains. “They come armed with the right tools, while we stay on top of evolving needs—whether it’s a new strategic focus or an emerging operational challenge. The dialogues between sessions are key. It’s where we look at what’s happening right now and decide, ‘Which tools should we emphasize at this stage?’”
Bravida’s leadership training supports a goal of helping leaders transition “from managing operations to driving them.” This means that technically skilled leaders must learn to delegate tasks and focus on customers. They need to learn how to lead, and participants often gain additional insights during the program.
“Leadership inherently involves self-reflection,” Ulriksen says. “I’ve seen participants adopt healthier habits as a result—engaging more in sports or adjusting their diet. Some have even taken up winter swimming,” she says, adding:
“Sometimes I also hear how participants connect with one another and actively use each other for mentoring in their daily work. It makes them better. They enjoy it. And honestly, that’s one of the things that leaves the biggest impression on me personally.”
Bravida Denmark is the country’s largest technical installation and service contractor for buildings and infrastructure. The company provides comprehensive solutions in electrical systems, plumbing, ventilation, and other technical functions, as well as maintenance services. It is a subsidiary of the large Swedish group of the same name, with its Danish headquarters in Brøndby. Bravida employs approximately 3,000 people in Denmark.
T: +45 5154 4191
M: lhe@cfl.dk
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