During my tenure as CIO/IT-Manager at Gothenburg Tram, my mission was clear: develop and align our IT strategy with the strategic goals set by Gothenburg City and the region VGR, ultimately driving operational efficiency and fostering a culture of continuous improvement.🔗 Business-IT Integration: We successfully translated business requirements into efficient IT delivery, integrating processes with state-of-the-art IT tools and infrastructure, enhancing collaboration both internally and with our partners.🌐 Modernization & Integration: Over the past four years, we transitioned from legacy platforms to a modern, integrated ecosystem. This journey included adopting Cloud services in select areas, ensuring our technology infrastructure was future-ready.🔒 Enhancing Security: Security was a top priority. We elevated our security posture, promoting a culture of security awareness across the organization, safeguarding our assets in information, IT, and cybersecurity.🔄 Efficiency & Workflow Optimization: Identifying bottlenecks within IT and business processes, we streamlined workflows, bringing significant improvements in efficiency. Innovative collaboration strategies among stakeholders were key to our success.🌟 Impact Across Key Areas: Our initiatives spanned multiple domains, including transport planning, infrastructure maintenance, IT sourcing, strategic planning, information security, cybersecurity, cloud computing, and digital workflows, impacting the organization holistically.🤝 Bridge Building: We ensured a seamless alignment between technical design and organizational requirements, guaranteeing that each IT initiative served the broader efficiency and results-oriented objectives of the organization.This journey has been a remarkable one, characterized by continuous growth and transformation. Our efforts have not only enhanced operational efficiency but have also positioned Gothenburg Tram for sustained success in an ever-evolving landscape.

Management consultantThe company needed a full change of its way of working to move towards the strategy of growing within its market. A major changes and digitalization project needing change within all aspects of managing, controlling and supervision of the business. Senior advisor to the management team in project management, procurement, standardization, implementation of systems (ERP etc.), organizational change and process change. Implementation of core of systems and adding mobile devices in vehicles, full changes of both reporting and statistics (analytics). A major change in ways of working within the company by erasing borders and adding vast collaboration between parties.Project in an agile context

As a "Global IT Director Project Management Office" all global IT project was part of the responsibility. Jonas was part of the Global IT leadership team. I was responsible for procurement, planning, leading and establish all global initiatives. Strategic IT-management and program-/project process development was also part of everyday work. Budget and personnel development and accountable for all program- and project managers and to secure cross functional delivery. I was owner of the project model and part of the company’s “Center of excellence” Project Management Office.During this period MHC delivered the project which was one of the major investments of its history - a fully automated factory in Czech Republic along with 4 DC around the globe.

Soltak AB is an outsourcing company owned by seven (7) counties north of Gothenburg.The purpose of the company is to coordinate and make the production of centralized IT, economy and HR functions for the counties.The mission for Soltak AB is to give the owners long-term advantages by sharing operational cost and service and support and service delivery. (personnel and economic)Jonas was the "Interim IT Director Program management office". He was responsible for strategy development and acted as change manager and process developer.He was responsible for planning, leading and establish the infrastructural environment. Procurement and strategic IT-management, process development was part of the responsability. Jonas was part of the management team.Reporting to CEO and municipal steering group. Responsible for 10 project managers for their results and budget.

Acting head of ISIT-department for Dinel that during 2012 had a turnover over 3 billion SEK.An ISIT department with 8 high-skilled employees working with operational excellens with its vendors and partners. An outsourced solution based on SAP. Responsible for all IT-partner relations, governance, budget and staff. The company's business suite was in need for update both on software and hardware along with alignment with group agenda. I was both responsible for the department and also for the project "DC7" that upgraded the entire system landscape and consolidated platform. This was done in time, within budget and better results than expected. The project was in final for the best project in Sweden at "CIO Awards" in Stockholm Dec. 2015.Bolaget stod inför stora förändringar och min roll var ISIT-chef/CIO för befintlig ISIT avdelning på 8 personer. Bolaget om sätter över 3 miljarder SEK. Outsourcad SAP lösning med ca 200 användare med hög automatisering och intensiv meddelandehantering. Budget- och personalansvar. Outsourcing samt leverantörsutveckling, upphandlingar, förhandlingar, projektstyrning etc. ingick i vardagen.Samverkan med både verksamhetschefer och koncernens CIO-office.

Management Consultant with a speciality in ISIT Governance, Information Security and Business Continuity Management.- Business region manager, Key account manager, intern quality developer, senior management consultant and advisor, information security consultantJonas was responsible both for sales and marketing. Key account manager and external collaboration with other colleagues in the trade. He developed the quality assurance of all the work done by Actea. Part of the management team with responsibility for sale strategies and business development. He was also process owner during an ISO-certification. During the period Jonas was also a management consultant with the focus of IT-management and IT-governance. He had several advisory assignments for CEO’s, CFO’s and CIO’s. A lot of the assignments were combination of both structural and cultural difficulties/challenges.Jonas has developed several organizations steering principles with project-, maintenance-, service delivery and service support concepts and models.

- Business Analyst, IT-governance consult, program manager, project manager, change manager, business developer and process developer.During the long period that Jonas worked for Mandator he held a lot of different assignments. Short and long term assignments. During these years he have been part of building the Infrastructural part of the company which became to be the main reason for Fujitsu to buy Mandator. He was the architect for the IT-governance roadmap and began the sale strategy for the area.Jonas was also engaged as project manager both for outsourcing projects, software developments, IT services (ITIL) etc.Some of the most interesting assignments are IT-manager at Paramount Home Entertainment and Volvo Cars SOX project. I was also the interim IT-manager at the Gothenburg Opera House for a short period.During this period he was also contracted as an interim IT-director ”Paramount Home Entertainment” and as one of the central positions at Volvo Cars governance department and part of the core SOX-project group.

Säkerhetsrådgivare och strategisk inriktning baserat på Sarbanes-Oxely 404 regelverket. VCC var ett av de första bolagen som direkt påverkas av amerikansk lagstiftning krävdes på utökade kontroller och dokumentation kring finansiellt känsliga applikationer och processer. Jag ingick i den centrala projektledningen för hela VCC.IT Governance avdelningen.Delansvarig i projektet CSM Compliance där arbetet innebar en VCC standardiserad tolkning av Fords interna policies och regelverk samt fastställande av VCC policies och regelverk. Detta arbete innefattade utredningar, implementation av S-Ox relaterade regler samt utbildning av både fast anställd personal och konsulter samt externa leverantörer. Ansvarig för 'framtagning' av SCM (Software Configuration Management) system för samtliga plattformar. Ansvarig för kontakten mellan VCC och dess största leverantör, Volvo IT, i samtliga frågor rörande S-Ox relaterade projektfrågor.Ansvarig för framtagandet (designspecification) av EAC system (Emergency Access Control) för samtliga S-Ox kritiska applikationer.SCC roll – Security and Control Champion. Involverad i att se till att säkerheten finns med i samtliga aspekter där tillämpligt, i bla. mjukvaruutveckling.IT-governance, IT-management, VerksamhetsutvecklareSäkehetsexpert, projektledare och verksamhetsmodellör

Meda is an international medical sales company. Jonas roles had a wide range of responsibilities. Service support, service delivery, problem- and incident management, procurement, infrastructure, information security, IT-security, supplier negotiations etc.