r/dkkarriere

I’m looking for an outside perspective on a situation that happened at my previous company. I’m still trying to understand whether I’m being overly sensitive about what happened, or whether the way I was treated was genuinely unfair.

I’m deliberately leaving out the company and people’s names because I don’t want to identify anyone. I’ll call my manager M, his manager A, and the R&D Technology Strategy owner P.

I joined the company in January this year as a technology strategy manager

I have around 20 years of experience in product management, strategic marketing, portfolio management, and technology strategy. My role was supposed to cover hearing aid hardware portfolio management and part of the R&D technology strategy.

The Technology Strategy situation

When I took over the Technology Strategy work, there wasn’t an established framework or process.

I was given an older version of a Technology Strategy PowerPoint, which I used as a starting reference.

I then developed a new framework from that starting point.

I created the Strategy House and Technology Vision, and developed the Technology Strategy process, templates and R&R.

More importantly, I designed connections that had not existed in the previous approach:

Customer / Commercial needs → Technology Vision → Technology Strategy → Technology Direction / Architecture → Portfolio → ART execution

I wanted Technology Strategy to be more than an R&D technology document. The intention was to connect technology choices to customer value, product/portfolio decisions and actual execution.

I also worked with the architects and educated them on the approach, asking them to review and validate the technology directions.

So while architects contributed to reviewing the technology direction, I was the person who designed and led the overall framework and documentation.

My manager M knew this. He had reviewed the Technology Strategy before I presented it to the DHW LT leadership team.

Then things started to change

I presented the C&M Technology Strategy to the DHW leadership team on a Wednesday.

In my 1:1 with M the following week, he told me that A, his boss and VP of Device Hardware, thought:

* overall, the work was good;

* the content was good;

* but the way I presented it was “not convincing.”

No specific examples were given about what exactly was wrong with the presentation or how I should improve it.

Then M suggested that another colleague should present the work instead.

I asked why, because I had spent a huge amount of time developing the process, templates and strategy, and had worked with and educated the architects.

I basically said:

“I have spent a lot of effort creating the process and templates and educating the architects. Why should I let someone else present it?”

M said he would consider it.

There was also supposed to be a department presentation where I would present the strategy. That presentation was subsequently removed from the agenda, and I wasn’t told beforehand. I only discovered it when I looked at the agenda.

At this point I was already confused about what was happening.

Then I got positive feedback from another senior person

Separately, I had a discussion with P, who owns Technology Strategy at the broader R&D level.

I presented my approach to him.

He thought the strategy was really very good.

In particular, he liked the Strategy House / Technology Vision approach and the way I connected Technology Strategy with Portfolio and ART execution.

He suggested that I work with a Portfolio colleague, D, and showcase the approach to the Technology Drivers Group.

The meeting was scheduled for the following Thursday.

So at this point I had:

* my manager’s prior review/approval of the strategy;

* presented it to DHW LT leadership;

* feedback that the overall work and content were good;

* positive feedback from the broader R&D Technology Strategy owner;

* an invitation/suggestion to showcase the work to a wider technology leadership group.

Then something completely unexpected happened.

I was terminated

On Wednesday morning — one day before the Technology Drivers Group meeting — HR and my manager called me into a meeting and terminated my employment.

The verbal explanation was:

“Your profile doesn’t match the future changes.”

I asked no further questions at the time.

It happened very suddenly, and honestly I felt that the decision had already been made and that asking more questions probably wouldn’t change anything.

I was given a formal termination letter.

The written wording was slightly different. It said that:

my profile “does not fully align with the requirements” for my current position.

But nobody explained which requirements my profile allegedly didn’t meet.

There was no specific discussion of poor performance, missed targets, misconduct, lack of delivery, etc.

I was simply told that my profile didn’t fit the future changes.

The next day

The following day I had a handover meeting with M.

All the Technology Strategy work was already in the shared folder.

M already knew the work very well because he had reviewed the strategy before I presented it to the DHW LT leadership team.

I handed everything over to him.

And that’s basically how my employment ended.

What bothers me most:

I’m not necessarily upset that the company decided to terminate me.

I understand that companies can make decisions about organizational fit, future roles, restructuring, etc.

What bothers me is the sequence of events.

I was asked to build something that didn’t previously have an established framework.

I spent months building the strategy, processes and templates, connecting technology with commercial/customer needs, portfolio and execution, and working with architects to establish the approach.

My manager reviewed the work before I presented it to leadership.

The feedback from leadership was that the overall work and content were good.

Then I was told another person might present it instead.

My department presentation disappeared from the agenda without anyone telling me.

Then the broader R&D Technology Strategy owner reviewed the work and thought it was very good and suggested showcasing it to a wider leadership group.

The showcase was scheduled for Thursday.

I was terminated Wednesday morning.

And immediately afterwards, the work I had developed was handed over to my manager.

One thing I’m struggling with

I suspect that A, my manager’s boss, was more involved in the decision than M.

A was the person whose feedback about my presentation was passed to me.

M was the person who communicated that feedback and proposed having someone else present.

Then M and HR formally terminated me.

I don’t know who actually made the final decision.

And I don’t want to claim something I cannot prove.

But the timing makes me wonder whether the “presentation wasn’t convincing” feedback was actually about the presentation — or whether it was being used as a justification for something that had already been decided.

I also wonder whether I was being gradually removed from visibility and ownership of the work before being terminated.

Again, I don’t know this for a fact.

That’s why I’m posting here.

My questions

Am I looking at this too emotionally because I was the person who was terminated?

Or does this sequence raise legitimate red flags?

Especially:

1. Is it normal for a manager to remove the person who developed a strategy from presenting it, after saying the content itself was good?

2. How would you interpret “your profile doesn’t match the future changes” when the formal letter says the profile doesn’t fully align with the job requirements, but nobody can explain which requirements?

3. Does the timing — being terminated one day before a broader leadership showcase of work that had just received positive feedback — seem significant, or could it simply be coincidence?

4. How would you handle the fact that your work continues after you’re gone, especially when you believe you were the primary person who developed the framework?

5. Would you raise this with senior leadership/CEO, or simply move on?

I’m not looking for legal advice. I already discussed the termination with my union/legal representative and understand that, given my relatively short tenure, challenging the termination itself is a different issue.

What I’m struggling with is whether I should formally tell senior leadership that I believe the way I was treated was unfair, particularly regarding ownership, visibility and the lack of a clear explanation.

I’d appreciate an outside perspective, especially from people who have been in senior product, strategy or R&D management roles.

Jobsøgende her, og i ræset med AI og at vi alle åbenbart begynder at ligne hinanden i teksterne. Hvad har I så gjort at sjove/finurlige ting for at stikke ud af mængden?

Det kan både være store, små, skøre, sjove vilde ting som måske også går udover selve ansøgning/CV —> send —> hope for the best

Oprigtigt nysgerrig hvad har fået jer til at skinne igennem ⭐️

Hej dk

Jeg (med 1 års erfaring) skal overtage en stilling i et år fra en person med 2 års erfaring, da han skal på barsel.

Personen, jeg skal overtage for, fortalte mig, hvad han får i løn, så jeg kunne bruge det som udgangspunkt til min egen lønforhandling.

Jeg har så formået at forhandle mig til ca. 5.000 kr. mere om måneden, end han får i dag (hvilket også er toppen af deres budget), på trods af at han har siddet i rollen i længere tid. Min arbejdsgiver spurgte mig derfor, om vi kunne lave en "gentlemanaftale" om, at jeg ikke fortæller ham, hvad jeg får i løn. Og jeg sagde bare ja i momentet.

Det ville dog give mig dårlig samvittighed at holde det hemmeligt, eftersom han selv var meget åben omkring sin løn for at hjælpe mig med min forhandling.

Arbejdsgiveren har desuden givet udtryk for, at de er meget interesserede i at beholde mig, når han vender tilbage fra barsel, da de mener, at jeg kan bidrage med meget værdi til afdelingen.

Mit spørgsmål er så: Ville I bryde sådan en "gentlemanaftale" og stadig fortælle ham, hvad I får i løn, når han vender tilbage fra barsel?

PS. Det skal lige siges at jeg synes han er rigtig flink, han lagde et godt ord ind for mig og sagde direkte til arbejdsgiver at jeg var den mest oplagte kandidat. Så uden ham havde jeg nok ikke fået det

Jeg er blevet 55 år og er blevet ledig pga omstruktureringer i virksomheden jeg var ansat i.

Jeg bor tæt på København.

Jeg har, synes jeg selv, et stærkt cv ift ledelse. Jeg har søgt over 50 jobs og det er jobs jeg selv mener passer min profil på mange områder.

Jeg har ikke modtaget en eneste invitation til en jobsamtale.

Er jeg for gammel til arbejdsmarkedet?

Recently I have applied for a new role in the company and got the job but they offered me double less what market range is. When I asked hiring manager for a salary range the question got avoided bc they said it is a new role in the company, I asked HR for a band and they told me there is no one. I tried to negotiate with a hiring manager but not open to negotiate. Important thing to say is that the role is with more responsibility, generaly the scope is bigger, it is better positioned on the job market (if i want to switch companies), but the biggest issue is that I am highly educated, I have more than several years of experience in the company and they won’t give me more. What would you do?
Would you talk to HR (to see how the process usually looks like) if the hiring manager is trying to trick me, bc I haven’t got any offer (official) except the amount of the pay, so no pension, no benefits. Is that normal in internal processes?

Til jer der er chefer, hvordan kan I fornemme om jeres medarbejder fedter for jer eller at I bare har en god relation?

Hej med jer!

Jeg står i en lidt svær situation (eller måske tænker jeg for meget over det og er en priviligeret mand fra dejlige Danmark)

Jeg har fundet en uddannelse jeg helt vildt gerne vil (og jeg har haft svært ved at finde en)

Jeg er 34 år og har en familie med barn på 2 år og en ny på vej.. Har været hjælper en lang periode + lidt ufaglært arbejde.

Jeg har en aftale på hånden med en virksomhed tæt på hvor jeg bor om læreplads - problemet er at skoletiden (selve uddannelsen) ligger 3 timer væk i bil, og jeg vil altså i skole perioderne skulle bo i gratis lejlighed ved skolen - mandag til fredag hvor jeg så kører hjem og holder weekend med min familie.

Bliver det for hårdt? Der er skole 5-10 uger af gangen, men 80% foregår i virksomheden tæt på mit hjem.

Andre med erfaring ?

Det er svært, for føler virkelig det er det helt rigtige for mig - men jeg elsker mine børn og min familie.

På forhånd tak!

Hej til alle jer med en finansøkonom. Hvad arbejder I med i dag? Er I endt i finanssektoren eller endt i noget helt andet?

Føler det er svært at finde en arbejdsplads, hvis ikke man har været i praktik hos virksomheden.

Hej folkens,

Jeg har fået nyt arbejde, og har netop modtaget min ansættelseskontrakt. Jeg arbejder med marketing i en privat virksomhed, så det er kontorarbejde i et til tider travlt og hektisk miljø.

Jeg undrer mig dog over at der i min kontrakt står:

"Arbejdstageren har ikke ret til løn under sygdom, men har ret til sygedagpenge efter gældende regler i sygedagpengeloven."

Samtidig står der angivet slutteligt i kontrakten, at "Ansættelsesforholdet er omfattet af funktionærloven og ferieloven."

Jeg tror aldrig jeg har været ansat et sted, hvor man ikke fik løn under sygdom, så det kommer meget bag på mig. Har jeg bare været heldig før i tiden, eller er det en sjældenhed at virksomheder ikke betaler løn under sygdom?

Hej,

Jeg har arbejdet som management consultant i ca. 2,5 år nu, som mit første job efter universitetet (Cand.merc.it). På papiret har det egentlig været rigtig godt: spændende projekter, god løn og gode kollegaer.

Jeg er dog begyndt at frygte, at jeg bliver mere og mere låst fast i konsulentverdenen, og den seneste tid har jeg derfor reflekteret en del over, hvad jeg faktisk har lært, og hvilke kompetencer jeg kan tage med videre.

På de projekter, jeg har været på, har mit primære job ofte været at “få ting til at ske”: facilitere møder, drive stakeholders, følge op og lave PowerPoints, ikke nødvendigvis de tunge analytiske modeller, men decks til den næste korte deadline om, hvad vi skal beslutte, hvem der skal gøre hvad, og hvordan vi kommer videre.

Når jeg kigger på stillinger i industrien og taler med folk, der arbejder der, bliver jeg ofte imponeret over, hvor dygtige de er inden for netop deres proces eller fagområde. Samtidig oplever jeg, at mange stillingsopslag efterspørger ret konkrete kompetencer og erfaring.

Det får mig til at tænke over, hvad jeg egentlig kvalificerer mig til efter tre år som generalist.

Er der nogen her, der har stået med de samme overvejelser og er kommet ud på den anden side? Hvilke roller gik I over i, og oplevede I, at I efterfølgende fik opbygget nogle mere konkrete eller faglige kompetencer?

Og lidt sat på spidsen: Hvis man gerne vil ud af consulting på et tidspunkt, gælder det så bare om at komme ud relativt tidligt, eller er frygten for at blive “låst fast” overdrevet?