SwedeTime AB is a company within the same Company Group as AR Internetplatsen AB. The main focus for SwedeTime is cloud based solutions for workforce planning and staffing.

Responsible for sales and marketing. This includes marketing strategy, brand & communications development, website, PR, product launches, key account management. I also work as project manager in larger deployment projects.

Consultant within project management. Handling all types of IT-projects (deployment, integration, system change, ... ).

I took over the role as a program manager. My responsibilities expanded with budget follow-up and reporting to the steering group. The communication and information to all parties affected by the program, was a key success factor. I was also responsible for setting an agile process that would work after the closing of the program.

The program focused on preparing the in house developed portfolio management system for rollout to more countries within the organization. Intelligence was moved from country specific databases to core and calculations were improved and organized in order to simplify the code. This made it possible to accelerate the introduction of new developers, in house as well as offshore. The project also contained all alternations to the product such as new development and maintenance. It was my role to ensure the right things were developed in order to satisfy all stakeholders to the program.

I had two assignments during the time I worked as a test manager in Nordea. The first project was to establish a scalable test organization in India and set up a successful cooperation with the Swedish developers and project managers. Since all swedish testers were discharged before the right knowledge was in place in India, I had to create an interim solution until necessary knowledge was transferred to India. This solution contributed to retained test quality meanwhile it gave us the possibility to set up a permanent organization offshore step by step. It was important to me to create a high performance team, hence those team members not perfect for the assignment was released. The remaining team consisted of fast learners and had good knowledge of what was expected from them within the projects. Since the project was a success, I was asked to share my knowledge and experience of offshoring with other departments within Nordea. The second assignment was to increase the availability and stability of the test environments. I built a team with the right competence on the right location. It was important that key roles stayed in Sweden close to the users and routine work with clear process description and communication plan was moved offshore. This project has led to improved availability and half the lead-time for solving incidents related to down time.

Mainly working with continuous improvements. The role also includes tracking and following up on CAPA errands, annual objectives planning and educating and supporting the organization regarding quality issues. The position also includes internal auditing throughout the whole Sectra organization.

In charge of delivery projects and integration projects of IT-systems at radiology departments. The projects run from 2 months to a year with a project group of 5-15 members from Sectra and the customer.The position also included the role as a group leader for all project managers and customer team managers (feb 2008 - jun 2010). That role included planing, coordinating and conducting regular meetings for competence spread in the group.

Responsible for keeping a good relationship with the customer between the projects and handle add-on sales from order to delivery. Depending on the size of the customer the Customer Teams has 2-6 members from Sectra.From feb 2008 to june 2010 I was in charge of setting the concept and strategy for all customer teams. I conducted annual meetings with all customer team managers and account managers to establish common objectives.

The position included documentation, analysis and optimization of business processes. I conducted training, worked with knowledge transfer and prepared the organization for SAP implementation. Important projects:Mar 2006 - Oct 2006Volvo Business Services, Gothenburg. Modeling the main processes within the business area and preparing for SAP integration with ARIS. The work also included quality assurance, process analysis and knowledge transfer. Sep 2006 - Feb 2007Shipment Company X, Copenhagen. Analysis of the business processes with the help from ARIS and optimizing the performances. Creating a convention handbook and training material for BPM and ARIS. Provided guidence and exepertise during implementation and startup phase of the project.