Som Senior Management Consultant och Enterprise Agile Coach på Avega har jag lett och implementera agila transformationer. Jag har stöttat team och ledningsgrupper i att förbättra leveranshastigheten, kvaliteten och samarbetskulturen genom agila principer och metoder.* Ledde strategiska initiativ som omvandlade projekt till kontinuerliga leveransvärdeströmmar, vilket ökade hastighet och kvalitet.* Coachat och utbildat över 20 agila team i att arbeta effektivt i en DevOps-miljö, vilket resulterade i en produktivitetsökning på 20%.* Ansvarig för införandet av portfölj- och produktledning, vilket skapade en tydlig strategi och effektiv implementering av SAFe-principer i organisationen.

As a Senior Agile Coach and Release Train Engineer (RTE) at SJ, I led a strategically critical SAFe (Scaled Agile Framework) transformation initiative. This initiative was pivotal to SJ’s business, where I was responsible for driving the operational aspects of the agile transformation, ensuring continuous value delivery, and implementing lean-agile methodologies. My role also involved transforming the project into a seamless, continuous delivery value stream.Key responsibilities included:- Leading agile portfolio management and establishing agile product management practices.- Coaching and training over 20 agile teams to operate effectively within a DevOps environment.- Implementing and optimizing Scrum, Kanban, and other agile methodologies to enhance team efficiency and quality.- Acting as the Release Train Engineer (RTE), coordinating releases and ensuring successful adoption of agile delivery frameworks.- Spearheading strategic initiatives and continuous improvement programs to enhance organizational agility and performance.Results:The project successfully transitioned into a continuous development value stream, with over 20 agile teams operating efficiently within a DevOps environment. The implementation of agile product management and lean-agile practices resulted in faster delivery, improved quality, and stronger collaboration between business and IT.

ArdorX Consulting is a System Thinking Lab.The mission is to understand and model the intricate dynamics of interconnected organizations, objectives, key results, and initiatives. We explore how these elements interact as a cohesive system within the ever-changing business landscape. Our aim is to provide insights that empower our clients to navigate change effectively, facilitating optimal adaptation and successful realization of their goals and visions.

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As a Senior Agile Coach at H&M, I played a key role in supporting the digital transformation of the Product area Checkouts into H&M’s new Business Tech organization. My responsibilities spanned both hands-on coaching of agile teams and addressing broader agile transformation challenges across the entire product area.Key responsibilities included:- Guiding teams through the adoption of agile methodologies such as Scrum and Kanban.- Supporting the transition from a traditional waterfall development approach to a fully agile framework.- Leading agile coaching initiatives to foster high-performing, self-organized teams.- Collaborating with senior leadership on agile strategy and driving alignment across teams to ensure consistent agile practices.- Implementing continuous improvement processes, resulting in faster, more focused, and efficient product deliveries.Results:- Successfully transitioned approximately 20 teams from a waterfall approach to agile methodologies, improving delivery speed, focus, and team efficiency.- Established a culture of agile best practices that enabled teams to continuously improve and deliver high-quality results.

As a Senior Agile Business Developer at Trivec, I conducted a comprehensive current state analysis of their existing product development process. My focus was on identifying key bottlenecks and obstacles affecting the efficiency and competitiveness of their lean-agile development process.Key responsibilities included:- Analyzing and mapping out the product development flow to identify bottlenecks and areas for improvement.- Developing a change plan based on lean-agile principles to enhance efficiency and reduce waste.Collaborating closely with the management team to present and implement the proposed changes.Results:The analysis led to Trivec’s management deciding to implement a comprehensive change program, improving their development processes and increasing competitiveness in the market.

As a Senior Agile Business Developer and Agile Advisor to the executive management team at Länsförsäkringar, I was responsible for guiding the organization in its decision to adopt a lean-agile development framework. My role involved conducting in-depth analyses and leading workshops with various leadership groups within the company.Key responsibilities included:- Advising the executive management team on strategic decisions related to the implementation of SAFe (Scaled Agile Framework).- Conducting process analyses to identify opportunities for improvement and to evaluate agile methodologies.- Leading workshops with leadership teams to develop decision-making materials for agile transformations and process improvements.Results:Contributed to Länsförsäkringar’s executive management deciding to implement SAFe, which paved the way for long-term improvements in their business development and productivity.

As a Senior Agile Business Developer at Skandia, I was responsible for developing and implementing a Continuous Improvement Program focused on streamlining development and testing processes based on lean-agile principles and SAFe (Scaled Agile Framework). The aim was to create a more efficient delivery organization with enhanced workflows and accelerated delivery times.Key responsibilities included:- Developed and implemented a lean-agile improvement program to optimize development and testing workflows.- Introduced continuous improvement processes to build high-performing teams and improve delivery speed.- Worked closely with teams and leadership to ensure that the improvement program aligned with business objectives and agile methodologies.Results:Successfully launched a lean-agile Continuous Improvement Program, which continuously delivered value by enhancing team performance and accelerating the Continuous Delivery Pipeline.

As the Interim Vice President of Product Development at CGM, I held overall responsibility for the development organization and its delivery capabilities. I was a member of the company's management team, overseeing several development groups, each with their own managers. My focus was on driving efficiency and ensuring successful project delivery across the organization.Key responsibilities included:- Managed multiple development teams, ensuring timely and effective delivery of product development initiatives.- Led the integration of agile leadership and lean-agile processes into the development organization to enhance performance and delivery speed.- Collaborated closely with the leadership team to align product development strategies with business goals and operational effectiveness.Results:Significantly improved the organization’s delivery capacity by implementing agile leadership practices, fostering a more collaborative and efficient development environment.

As a Senior Business Developer at A-kassornas Samorganisation, I conducted a comprehensive review of a major system development program aimed at implementing a new IT support system and business processes for Sweden’s unemployment insurance organizations. The program focused on automation, digitization, and compliance with the industry’s complex regulatory framework.Key responsibilities included:- Conducted an in-depth analysis of the system development program to enhance efficiency and regulatory compliance.- Identified key areas for automation and digitization to improve operational processes.- Delivered a report with recommendations for activities and measures, which were presented to the program management and steering group.Results:Provided a clear action plan for implementing new IT systems and business processes, focusing on automation and efficiency improvements.

As Development Manager at Visma Labs AB, I was responsible for overseeing the development organization, which comprised around 70 people, with half of the team located in nearshoring offices. I was a member of the leadership team and led a major transformation program aimed at creating a more efficient product development organization.Key responsibilities included:- Implemented a lean-agile approach based on the Scaled Agile Framework (SAFe) and the Visma Cloud Delivery Model.- Spearheaded the transition to DevOps, focusing on high levels of automation and cloud computing services.- Ensured the development organization achieved ISO 9001 certification and led improvement efforts to raise the company’s Capability Maturity Model Integration (CMMI) level.Results:- Achieved significant improvements in product development efficiency and fostered a culture of continuous improvement.- The development organization became more flexible and adaptable to changes through the adoption of DevOps and lean-agile practices.

As the Acting Head of the Project Management Office (PMO) and Senior Project Manager, I was tasked with transforming the PMO into a Centre of Excellence for Project and Portfolio Management. My responsibilities included improving project reporting and tracking for senior management, establishing a comprehensive project management model, and developing a resource and competency center for project managers.Key responsibilities:- Led the enhancement of project portfolio management, improving the control, reliability, and visibility of project deliveries.- Implemented advanced reporting frameworks to improve project tracking and reporting to the leadership team.- Developed and refined the project management model to ensure consistent and effective project delivery across teams.- Spearheaded project manager development programs to enhance leadership, communication, and project management skills.Results:- Established a high-performing PMO that significantly increased the organization’s ability to deliver projects on time and within budget.- The improved resource and competency management led to better project execution and higher team performance.

As the Global Head of Business Development and Senior Manager of Product Marketing, I led the recruitment and development of partnerships for Oracle’s Service Delivery Platform, driving increased sales of Oracle products through the creation and management of strategic partnerships both internally and externally.Key Responsibilities:- Identified, evaluated, and established partnerships with over 30 global partners to expand product distribution and sales.- Led and managed Go-To-Market (GTM) strategies and activities, which included creating and executing marketing campaigns targeting potential customers and markets.- Organized and executed matchmaking events between partners and operators worldwide, generating new business prospects and leads.- Directed product marketing activities for Oracle Communications Service Delivery products across the EMEA region, focusing on increasing product visibility and market penetration.Results:- Successfully established and maintained a network of strategic partners that directly contributed to increased sales and market growth.- Improved collaboration and processes for partner engagement and sales support, leading to more efficient sales cycles and higher conversion rates.

As Head of Research and Development (R&D), I led the R&D department of approximately 15 team members, overseeing all aspects of software development and system engineering. I was a key member of the management team, actively involved in strategic decisions and process improvement initiatives.Key Responsibilities:- Led and managed the R&D team, ensuring the successful delivery of innovative products and solutions in alignment with business goals.- Introduced and implemented agile development methodologies, specifically Scrum and Kanban, to streamline workflows and improve team efficiency, resulting in a more collaborative development process.- Facilitated the transition to agile practices, promoting self-organization within teams and driving continuous improvement in product development cycles.- Worked closely with cross-functional teams and stakeholders to ensure that projects were delivered on time, meeting quality and performance benchmarks.Results:- Successfully transitioned the R&D team to agile methodologies, significantly improving efficiency and time-to-market.- Increased team productivity and enhanced the overall software development lifecycle (SDLC) by promoting agile and lean principles.- Contributed to the strategic growth of Hotsip by aligning development initiatives with business objectives.

As Head of Development, I led an organization of approximately 70 people, responsible for driving strategic changes to improve efficiency and delivery capability. My role included overall responsibility for organizational development, team leadership, and ensuring that product development goals were met.Key responsibilities:- Led a major restructuring of the development department to boost productivity and create a more efficient operational framework.- Implemented leadership coaching for new team managers, helping them develop their skills and take accountability for their teams.- Managed and optimized development processes to improve time-to-market, ensuring all teams adhered to modern development methodologies.- Collaborated with the management team to align strategic goals with the development organization's work and long-term business objectives.Results:Successfully carried out a strategic reorganization that resulted in improved productivity and increased efficiency across teams.Enhanced delivery processes by introducing agile and lean principles, reducing bottlenecks and increasing teams' self-organization.Strengthened leadership and accountability among team managers, leading to a more independent and high-performing development organization.

As Head of PMO, I played a key role in establishing a new software development center in Shanghai, China. I was responsible for setting up the Project Management Office and overseeing all software projects, while implementing strategic project management processes and development methodologies.Key responsibilities:- Led the establishment of the PMO, with overall responsibility for all software projects within the new development center.- Successfully implemented Ericsson's project management process PROPS, ensuring standardized and efficient project delivery.- Provided training and support in development processes, fostering a team-oriented work environment.- Played an active role in the design and implementation of the recruitment process, facilitating the hiring of local staff to support the new center’s growth.- Introduced a new order management and time reporting system, optimizing administrative and project management workflows.- Actively contributed to the leadership team, engaging in both strategic and operational decision-making.- Collaborated with a Swedish architect to design and implement a team-adapted work environment, enhancing employee productivity and collaboration.Results:Successfully built a high-performing PMO that supported multiple large-scale software projects from start to completion.Improved project efficiency by standardizing processes and aligning them with global Ericsson practices.Helped build a strong, local team through effective recruitment and training initiatives, supporting the long-term success of the development center.

As a Senior Project Manager, I was responsible for leading the software development of multiple versions of Ericsson's AXE exchange, one of the company's most strategic telecommunications products. In this role, I combined project management and team leadership to deliver high-quality solutions in telecommunications.Key responsibilities:- Led the development and delivery of various versions of Ericsson's AXE system, a globally used telephone exchange platform.- Coordinated development teams and ensured successful project deliveries on time and within budget.- Implemented efficient project management practices to optimize delivery processes and enhance software development quality.- Collaborated closely with internal stakeholders, including product management and technical teams, to ensure project requirements were met.- Conducted risk management and resource planning to maximize efficiency in project execution.Results:- Delivered several successful projects, contributing to Ericsson's competitiveness in the telecommunications industry.- Effectively managed complex projects requiring cross-functional teams and deep technical expertise in software development.

Carried out a recruitment training called STAR-T which included 20 school weeks and 17 practical weeks.