Enterprise agile coach, part of a small team responsible for the ways of working and member of the digital transformation program at Verisure Technology North organization. Work in a global community within Verisure and base our ways of working and mindset on our Verisure DNA, our current way of working, the technology strategy, and inspired by agile and scaled agile practices. ​​ As an Enterprise Agile Coach my responsibilities is to:• Coach, challenge & train teams, and individuals• Detect obstacles, propose ways to solve them, and support and drive the implementation adapted to the Verisure reality as well as to act as subject matter expert on the agile transformation program• Develop the different Agile roles, to achieve the right talent developmentWork as a facilitator both within the teams and across the organization

The responsibility for my business unit was to invent and launch a complete new product category within Sony Mobile, named Smart Wear. My role was as a sub-project manager, focusing on optimizing the launch of new Smart Wear products to the market. This included; • Executing and optimizing global launch activities according to the volume and launch plan (order, material, forecast, constraints)• Member of the main project organization and direct reporting to the main program manager• Leading cross-functional project team, around 10-15 direct reporting members• Plan, schedule and execute the project within the given framework of time, cost, budget and resources• Take action and decisions within the directive of the project, in order to be able to execute the assigned project• Managing the daily operations towards distribution partners• Managing the customer requirements and the complete sales item kit content From being a complete new product category there was many challenges, new technologies, new suppliers, new organization and new ways of working, which was challenging but still achievable. From my previous long experience I brought with me good parts of know-how and supported the team with implementation of new ways of working to support further growth for the organization

As a Senior Project Manager within Mobile Phone Development I was responsible for the Launch project, a subproject within the main project organization that had the global and overall responsibility for development, sourcing, production, quality, cost and launch of new mobile phones. As Launch Manager I was involved in the project from start throughout the product life cycle. My main responsibility was to align the launch plan and secure the correct product configuration being available at launch, meeting the customer and market requirements, volume and timing demands. This included;• Member of the main project organization and direct reporting to the main program manager• Manage and drive large international project teams with around 15-20 direct reporting members• Plan, schedule and execute the project within the given framework of time, cost, budget (20-35 MSEK) and resources• Take action and decisions within the directive of the project, in order to be able to execute the assigned project• In close cooperation with the Product Management, overall responsible for product launches in line with Customer requirements• During launch period take the project lead of the ramp planning and execution activities in close cooperation with Product Management, Development, Industrialization, Operations, Production and Key Accounts• Global responsibility – a new product launch meant securing launch globally to all markets around the world• Manage tight deadlines to not lose any business opportunityI have been part of bringing numerous of new mobile phones to the market.

Member of the Management Group for the development unit Lund, which was the responsible unit leading Sony Ericsson´s complete portfolio of GSM/UMTS mobile phone development. As Manager for Business Control I was responsible for a team of 6 controllers and managing the complete Development Project Budget with expenses corresponding to 1 800 MSEK. This required:• Close cooperation with the development projects and project managers in setting up project budgets, continuous project cost follow up and trade-off decisions• Close cooperation with the product managers in preparation of business case for new products and continuously during life cycle for follow up, forecasting and decision support

As Manager for Business Control I was responsible for a team of 4-5 controllers with the responsibility, in close cooperation with product management and project management, control the product profitability for all GSM phones globally. It also included follow up, forecasting and budgeting. During my time as a manager we managed to:• Develop and implement a new business case model based on Activity Based Costing• Develop and implement policies and procedures over financial transactions, resulting in standardised reports globally• Coordinated relationships with other finance, which helped standardise procedures across all operating groups