Forming a cross functional team with the sole focus on providing Product Telemetry data to Qlik andits Customers with DaaP. Establishing a new team towards organisation and stakeholders,implementing an effective ways of working and creating backlogs and roadmap.

Leading two highly proficient team in the areas of Data Engineering and Architecture.While retaining my previous responsibilities I was given the opportunity to manage the IT EnterpriseArchitecture team. Focus on building up a new team and establishing the core of EnterpriseArchitecture.

Leading a team of highly skilled Data Engineers, responsible of a state of the art data platform usedof internal analytics to allow the company to take data driven decision making to a new level, theplatform manages product telemetry data and more than 50 internal sources connected. This rolehas allowed me to focus on learning data management and the leadership challenge has been torevise the current ways of working to create stability and predictability and bringing the attentionand recognition of the Data Engineering role.

Manager Software Delivery & Capabilities Management, 2020-04-01 – 2021-11-30, team size 10A role focused on two key areas- Growing and establishing DevOps technical and cultural practices in a young immature organization. In this role I had the opportunity to take on an additional role as a PO for the team and experience that specific role first hand for 6 months after which I could focus on serving the team in coaching, evolving ways of working for the team as well as continuously driving change in the organization to create better conditions for the team to be effective- Responsible for the definition and development of digital capabilities.Key Achievements:- Augmented the team, it’s support and reach in the organization enabling the micro services-based development teams to deliver software- Created an organization wide awareness of DevOps an buy in of the team and value

Manager Capabilities & Software Quality Management, 2019-01-01 – 2020-04-01, team size 17Leading a team with multiple focus areas- DevOps, the initial establishment of DevOps in our Software development organization.- Software Quality, establishing the test framework, practices, self-assessment, KPI’s and coaching for the software development teams.,- System Engineering, closely tied to the systems architecture work, focus on interfaces, requirements and Configuration Management.- Technical Information, supporting development teams with the technical competence to establish technical documentation of their services.- Driving Capability development in the area of Automation & Digital.- Leading the Agile transformation in the newly formed Automation & Digital organization.Achievements:- Established a DevOps and Software Quality assessment framework- Initiated the foundation for the agile transformation, stakeholder buy-in and training the organization

Manager Automation and Digital, 2017-10-01 – 2019-01-01, individual contributorEstablishing Automation and Digital capabilities and providing strategic guidance- Identifying required capabilities for our mission ensuring that we develop them accordingly.- Assessing the status of the development organizations cross Tetra Pak in regards to Automation & Digital Capabilities.Achievements:- Provided input to the strategic council of Tetra Pak that resulted in the new organization consolidating Automation and Digital teams, started 2019-01-01

Manager General Automation, 2017-02-01 – 2017-10-01, team size 20Focused on providing engineering support- Leading a team of experts with a specific focus on the common supporting functions of developing Automation such as Electrical design, HMI/Scada, Machine safety, Motion, Simulation and Virtual design, Data logging.Achievements:- Established a concept for Life cycle management of complex automation equipment

Manager Automation Engineering, 2015-05-01 – 2017-02-01, team size 42Responsible for the Automation of the larges packaging platform, focus on project staffing and strategic development of Automation capabilities- Operational by driving the quality assurance and staffing of project deliveries towards filling machines development and lifecycle- Strategic by aligning automation capabilities between Lund and Modena Office, driving the automation agenda for the organization by means of interacting with central teams, suppliers and strategic projects.Key Achievements:- Developed and engineer to a people leader- Implemented functions based on Model Based design

Manager Automation, 2014-01-01 – 2015-05-01, team size 30First people leader role for the team in which I had been an engineer as well as the Technical Manager - Providing all aspects Automation competence projects for Filling Machines and Downstream Equipment, areas included, Electrical design, Machine Safety, PLC SW development, Motion control, Virtualization & SW testing, project management, etc.- Ownership of the Automation specification, roadmap and implementation. Key Achievements- Empowering lead engineers, growing a specific team around virtual design

Technical Manager Automation, 2010-03-01 – 2014-01-01, individual contributorEstablishing a new role focused on driving the quality agenda - Focus on establishing lead engineers within different segments of Automation- Defining the quality framework and ways-of-working- Providing Quality assurance to development projects- Driving the Technical Automation roadmap and technical alignmentKey Achievements- Establishing lead engineers, created and implemented a quality framework- Driving the technical alignment internally and towards suppliers e.g. the introduction of IO-link