Christopher Bökwall Email & Phone Number

Vellinge, Se

Malmo, Sweden

As Nordic Operations Manager at Weidmüller I am managing the Supply Chain-, Customer Service- and Assembly Service teams. My focus is to create, develop and lead a lean organization by delivering more and better, with less. My team consists of 25 direct- and indirect reports, including team-leads and section managers, placed in the four Nordic countries.In a slim organization, it is crucial to create an as efficient team as possible. I have worked with clarifying roles, responsibilities, interfaces and expectations in the organization. I have also driven better system support, outsourced activities, moved activities towards the customer, supported by electronic order and configuration tools. This has created a more manageable workload, while at the same time reduced the number of customer complaints.I am driving a process awareness, based on the quality management system, consisting of an integrated process landscape, with clarified and accepted interfaces, roles and responsibilities; supported by KPI:s and metrics that enable progress and improvements to be measured. I have established scorecard methodology, which is the driver of process adherence and factual decision making.

Lund, Sweden

In this role, I drove operational business performance, through balanced scorecard, KPI:s and metrics, as well as budget and resource management. Also, being part of the management team, the position has enabled me to deepen my practical experience in driving the performance of a bigger and more complex organization.

Lund, Sweden

Head of a PMO (Project Management Office), with the responsibilitiy of delivering the support offering for the product portfolio. Through active change management, I established a Knowledge Management organization with roles, processes and tools to optimise customer satisfaction as well as internal efficiency. The team consisted of up to 12 project managers, both in Lund (Sweden) and Beijing (China).

Tokyo, Japan

On assignment in Tokyo to establish a function and roles previously not available, and to gather competences into one organization. The organizational complexity of the local office was hard to penetrate for an outsider, but I learned that unofficial networks was where decisions and progress were made. I had to study the unofficial decision making structure, in order to find the real decision makers in order to get things done. The core team consisted of six members, but I was also functionally responsible for other team deliverables.

Lund, Sweden

My first managerial position, heading a PMO responsible for securing cutomized deliverables for the phone products. Trying to lead by example, I spent 3 years as Section Manager developing my leadership skills, and managing what used to be my peers. The team consisted of 10-12 members placed both in Lund (Sweden) and Taipei (Taiwan). Part of the responsibility also consisted of building up the function in the Taipei office, and managing the team from a distance.

Lund, Sweden

As a Project Manager, I was responsible for the development and implementation of customer requirements in the phone projects. I managed incoming requirements, planned their implementation according to launch planning, and secured the physical quality.

Copenhagen Area, Capital Region, Denmark

At the Swedish Trade Council/Exportrådet (now Business Sweden) I led and coordinated complex multi-market establishment projects. I split my time working with the sales, pricing and quotations of consultancy services, and all types of customer interactions. After landing an assignment, I usually took over as project manager, performing and delivering market analyses and market strategies, finding strategic partnerships, recruitment and establishment of physical, as well as, legal entities. This experience gave me insight and experience in the tools of sales and marketing as well as project management – all with an international perspective.

Malmo, Sweden

This short session, was a means to leave the safety of university, and it taught me the guts to pick up the phone, and talk to complete strangers, and the realization of the truth of the sales funnel. I also learned that truth, openness and actual knowledge about the products and services that you sell are key to success in sales. By simultaneously working with customer support and incoming calls, I learned what it takes to make a customer happy, as well and dealing with angry customers, and to maintain a high level of service mindedness. I was quite good at it! I also learned to respect a good sales pitch.

Brussels Area, Belgium

My first job after my first university degree taught me respect for the democratic traditions, the political machinery and the need for European cooperation. I learned the difficult balance between politicians and the civil servants. I got to practice what I had learned at university, in doing analysis, and compiling reports. I also learned that the slow moving of the political machinery, and how success is measured, was not for me at 25 years of age.

Bachelor’S Degree, Business/Commerce, Marketing

Master Of European Politics, Political Science