Expertise:- Lean and agile methodologies- Coaching and training of individuals and teams- Engineering leadership and people management- Product ownership and product development- Organisational design- Change management- Project management

Agile Team Coach supporting one existing team, and defining and starting up a new product area.The work consist of:Supporting the start-up of a new product area consisting of six teams, by facilitating a series of mission definition and team self-selection workshopsWorking with continuous improvement and facilitate learning through retrospectives, lessons learned/post mortems and improvement themes / katasFacilitating agile ceremonies, such as Big Room Planning, sprint planning, backlog groomingBuild team spirit, e.g. through Management 3.0 exercicesIndividual and team coaching to improve the way the team is workingVisualizing the team health and progress, in physical boards, powerpoints and Jira

Project manager/product owner/team lead responsible for starting up the bank's mobile app development capabilities from scratch.The challenge was to:- Define a Minimum Lovable Product, starting with a blank page- Start a new cross functional team, working according to lightweight agile principles- Lead a cross functional team through investigation, implementation and early pilot testing- Coordinate with various other departments, IT-teams and 3rd party vendors to ensure a smooth launch in a limited time in an industry where it-security and regulations are strictThe assignment included: - Defining the project and the product- Consultant sourcing- Defining a work process based on scrum with occasional design sprints- Team leading a cross functional team consisting of app developers, UX, back-end developers and business development- Product ownership- Project management- Usability testing

Erika was working as product owner/team lead, responsible for taking a new product concept to MVP. The challenge was to define and deliver the first version of a new online service, based on a visionary and wide product concept. This was accomplished by defining Minimum viable product for internal pilot testing. The assignment included:- Consultant sourcing- Team leading a cross functional team consisting of developers, UX, and business development- Managing integration to 3rd party vendors for data access- Product ownership- Project management- Value proposition design, kanban- Usability testing

Expertise:- Lean and agile methodologies- Coaching and training of individuals and teams- Engineering leadership and people management- Product ownership and product development- Organisational design- Change management- Project management

The challenge was to transform the multinational product and development departments in Sweden, US and India into a customer and product centric delivery organisation, with organisation, culture and frameworks based on agile methodology and principles such as continuous delivery andcontinuous improvement. The result was major improvements in quality, roadmapdelivery accuracy and client issue resolution speed, as well as simplified decisionmaking, better cooperation across departments and a higher sense of ownership inthe technical teams.This was accomplished by:- Organizing the product and development departments into cross functional teamswith one area of responsibility, one mission and one backlog- Introducing Kanban and Scrum- Improving test and release automation- Aligning people from the operational departments to the team’s daily work- Moving responsibility from management to the teams- Creating forums for knowledge and best practise sharing- Consolidating the teams to two locations instead of threeErika was driving the work of defining the new organisation, frameworks andmetrics, planning the change, communication and stakeholder management, rollout,follow through and sourcing of external training and agile coaching.She was also working hands on with coaching and training cross functionaldevelopment teams in agile methodology, and individuals in their new roles asproduct owners, scrum masters and team members.

During the years Erika has held several development management positions at Digital River World Payments, a multinational company in the payments industry where IT development is core.Erika has been working as a senior engineering manager and managed teams of 2 to30 people based in Stockholm, US and India. The teams consisted of technicalproduct owners, scrum masters, project managers, software engineers and QAengineers.She has thorough experience in:- People development, hiring, contractor sourcing, outsourcing and downsizing- Regulations and compliance in the financial industry, such as PCI audits- Budgeting- Leadership and steering committee work- Organisation, tools and process developmentDigital River World Payments was formerly known as Netgiro Systems AB

Erika was managing mission critical projects, in a complex technical environmentwhere uptime, data consistency, and response time is key. The projects involvedsoftware engineering, operations, banks and clients.She has thorough experience in:- Project planning- Team leading and motivating others- Scrum- Rollout strategies- Production verification testing

Erika was working to increase the use of internet self services for residents ofStockholm

Erika was working as a consultant mainly in the insurance and banking industry. Shehas been working mostly as project manager for software engineering projects thatdeveloped internet services, but also with software development, quality assuranceand process design.