In this new assignment I am getting the very exciting opportunity to work with multi-domestic challenges in the defense area. These challenges include for example differences in Ways of Working, Culture, Security classifications and Regulatory requirements.

In this assignment I was an interim manager, leading a great group of software developers. The team task is to simulate the world around the Saab Electronic Warfare products in order to continuously test the quality during development.

After a long career in different leadership roles I decided to start my own company focusing on helping organisations succeed. I am open to assignments such as interim COO and Director of Engineering but also roles within Business Development, Change Management, Agile development and Development leadership. Contact me if you are curious about what I can do for you or if you have a specified role that need a temporary solution.

In the beginning of 2021 AFRY started the new unit, AFRY X, to work across the company to excel in the digital offerings to the clients. As Head of the Digital Factory, I built a software product development unit from scratch. The Digital Factory goal was to be able to manage the lifecycle of digital solutions, including development, maintenance and operation. It was an exciting journey that included identification of what a product development unit needs in terms of competence and support, setup of processes and tools, recruitment and onboarding. An extremely important task was identifying what culture we wanted and engage in achieving that. I am very proud of what we achieved in a short time. We were a leadership team, which was truly a team, with dedicated development leaders which in turn were leading several agile teams and a DevSecOps support team. We also had a team creating an AFRY design system. The Digital Factory became a unit with very talented people living the culture we aimed for. As part of the AFRY X leadership team I was also engaged in developing the digital strategy and overall portfolio, together with colleagues in all parts of AFRY.

I was responsible for all business that AFRY, as preferred supplier, offered to the client nationwide. Including creating the Account Strategy and result follow up. I was leading a team of 30+ sales managers and was part of the KAM group in the division.

Starting at AFRY I got the chance to build a completely new unit within embedded software development. As consultant manager, I was both a sales manager, providing skilled consultants to a wide range of companies within various industries, ranging from defence to med-tech, and also a line manager for the consultants.

In this assignment I worked with the company executive managers to enforce their strategy through implementation of business plans, market plans etc. Throughout the assignment I worked as a coach for the executive managers.

In this assignment I worked with the company executive managers to facilitate and manage the pre-study of implementing a digitized environment within Grindex.

As manager for the area Planning and Control I am managing a team of 5 employees. I amresponsible for the cost centre budget, the personnel development and performance of the employees’ as well as the processes and methods within the area Planning and Control.

As manager for the area Configuration Management I am managing a team of 14 employees and consultants. I am responsible for the cost centre budget, the personnel development and performance of the employees’ as well as the processes and methods within the area Configuration Management.

As manager for Operational Excellence and Quality I was managing a team of totally 10+ employees and consultants. I was responsible for the cost centre budget, the personnel development and performance of the employees’ as well as the processes and methods within the area Operational Excellence and Quality.

As Integration manager I was responsible for system integration in several naval systems projects, managing a team of 10 system integrators. The work included planning and follow up of the system integration tasks within the projects including budget responsibility and being part of the project management teams.

As Manager for the function Test & Verification I was responsible for the performance of the system test teams in the customer projects including appoint, support and follow up the test managers in the projects. I was also responsible for processes and methods within the area Test & Verification. Performing tender work was also part of the role.

As Test manager I was responsible for system test and verification in a naval systems project, managing a team of 10+ system testers. The work included planning and follow up of the system test and verification tasks within the project including budget responsibility and being part of the project management team. I was also responsible for planning and managing the acceptance tests performed with the customer.

As technical sales support I was supporting the sales team by performing and planning demonstrations and participating as a system expert at different kinds of sales events.

As a test engineer I was part of a team of 3-6 testers performing and planning system and acceptance tests.

As User Interface designer I was working in close cooperation with the end user of the systems. The work involved prototyping, developing and negotiating with the customer.

As a system developer I was working within the whole range of system development from requirement analysis and design to test and acceptance.

As an instructor I was tutoring last year students in the course Geographical Information Systems.