Business Operations Program rolling out transformation to Finance and Procurement.

Translating business visions into concrete action plans. Exposure to different organizations, project management methodologies and project roles allows me to easily adjust my approach based on customer situation and project specifics.

Leading a pre-study into process assessment within Leasing and Finance Domain and matching the identified business need gaps with the solution capability in the current IT landscape. A role which requires navigating between different groups of stakeholders as well as adapting the communication to both technical and non-technical audiences, while adjusting level of detail to the information need. Work is conducted through series of workshops with participants from both business and technical teams facilitating efficient conversation and making sure findings are documented in a manner which allows the information to be consumed by teams with different competences.

Program Manager leading ERP change/implementation (Microsoft D365FO+CE) to all Ingka Centres markets. A major investment and, at the time of execution, one of the highest prioritized initiatives within Ingka Centres. Program consisted of several rollout projects and a global team delivering core functionalities such as solution development, quality assurance, data migration, environments and release management, etc. Considering the size of the initiative and its impact on the organization, change management was one of the major focus areas and a point of tight co-operation with market teams. My role entailed providing strategic guidance, structure and common ways of working as well as reconciling the interdependencies among the many projects that belonged to the program. To date all 13 markets have been successfully migrated to the new ERP solution, with the last country deployed in October 2020.

Overall responsible for Rollout part of the ERP implementation to all Ingka Centres markets including planning on program level and alignment of individual project plans into common execution schedule as well as making sure that five different rollout teams are using unified implementation approach supported by common processes and templates. I have implemented a structured way of working with planning on program level which included progress tracking, risks and issues follow up and proactive management of critical path activities.

Working with the global implementation of IKEAs Customer Master project.

As Industrialization Project Manager I am responsible for several multi-million USD budget projects securing the production of product prototypes used by 250+ developers within the complex product development programs distributed worldwide. Responsibilities included synchronizing production with projects’ requirements in terms of quantity, quality and timing of the deliveries, as well as budget forecast reporting to the business control and budget negotiations across several programs within the business unit. My role had a liaison nature between end users (both internal and external to the program), design teams and component sourcing teams. We used a number of external suppliers for services such as printed board production, mounting and test, so responsibility also included supplier management and benchmarking. Since middle of 2013 I hold a Line Management role for a group of nine team members with responsibility for processes covering Prototype Production Management, material planning and supply, component engineering and repair and logistics.

Various project management assignments.

Responsibilities included driving System on Chip validation planning and execution from pre-silicon initiation and planning phase through to silicon validation phase. Main focus was requirements and life-cycle management as per the systems engineering process through synchronisation across distributed design teams. I was responsible for planning and executing verification and validation processes and securing both human and lab equipment resourcesand. In doing so I improved the product lifecycle performance by elevating requirements during the development phase that affected the maintainability of the products.

Driving prototype development, delivery and maintenance for programmable chips used in software development; responsibilities include planning, risk management, interface towards programme and internal customers, regular deliveries and ensuring internal customer support.

Software development project managing ten team members across three sites (Stockholm, Copenhagen and Adelaide). As a result my project delivered a complete product in time for a major customer tender process. The assignment thus included tender management as well. The project management model used was RUP with elements of Scrum. Development environment was SAFIR with ClearCase as configuration management tool.

Responsible for delivering network solutions and software upgrade type of projects for some of UK’s biggest network operators, Hutchison 3G and Vodafone. Some of these were multi-million pound projects, involving teams of up to ten people over twelve months executed in a complex multi-vendor environment. The project management model used was PROPS-C within the PMI frameworks, SAP for financial resource control and MORE for resource management.

Driving software projects with teams of six to ten resources verifying releases against customer requirements. Main responsibilities included feasibility studies, strategy documents, time plans, budget estimates, test case negotiation with customer, coordinating test plant activities, test execution scheduling, monitoring and reporting both to the customer and responsible account management. The role also encompassed configuration and change control management as well as risk and performance audits.

Implementation of first 3G network for Vodafone UK - key projects for Ericsson at the time. I was involved in the on-site installation, configuration and testing in the live Vodafone network. I was coordinating the interaction between different teams such as customer support, network design department and engineers working on the backbone and radio network, motivating them towards the common goals.

Main part of the job consisted of commissioning and testing of digital public telephone exchanges, installation and initial administration of UNIX OS and application software for system operation, administration and maintenance, exchange configuration according to the customer specifications and hardware testing and system acceptance (three exchange offices, two as a supervisor).

Responsibilities included analysis, design and implementation of various business oriented database applications, database installation, customer support and training and UNIX OS installation, administration, customer training and support, troubleshooting, software updates and upgrades