Leading the Business architecture and customer experience team as well as the Customer Operations transformation team and program. Owner of the e2e customer phasing processes (Lead to Order, Order to Termination and Trouble to Resolve and Request to answer). Building harmonized and scalable flows to meet scaling products and services. Driving learning & development initiatives as and change related to it, defining best practice, principles, and wow facilitating trainings and workshops. Building strategy, OKRs and execution going from legacy startup to scaled Customer Operations including securing investments needed. Driving Agile WoW cross units. Spanning from values and theory to methods and tools e.g. Lean Portfolio Management, Kanban and Scrum for the development teams.Member of the Customer Operations Leadership team plus leading the Customer Enablement and Efficiency leadership team. Taking the organization from IT-driven development and roadmap to business and customer value driven wow, from strategy to execution. - Business development and change management identifying gaps and needs in regards of roles, skills and responsibilities and wow to futureproof success. - Upskilling and growing 80+ people in agile theory and values, agile methods and tools continuously.- Creating and leading a cross-collaborative team of 30+ people. Moving from more than 10 siloed and dependent teams to 3 autonomous ones joined under 1 common mission and clear OKRs. - Responsible for Division X group compliance, including Risk awareness/mgmt., ISO 9001 and 14001, Internal and external audits and Sustainability.- Introduced Business Capability mapping and Customer Journey Mapping, finding a common language, creating clarity on need and scope increasing efficiency, quality and customer satisfaction.

Creating and leading the new Operational Excellence team for the global market. Responsible for Division X's customer phasing processes e2e and defining target processes. Leading and driving operational excellence within Division X and towards/with Telia's countries as well as central development/technology organization. Implemented methods and tools for process design, modeling, analysis and implementation maturing the processes including learning and development programs to secure new ways of working, culture and organizational changes.Direct reporting: 5. Plus informal/virtual leader for 7-10 teams for which new ways of working, with Operational excellence needed to be anchored, implemented and followed up cross units in Division X and with the different countries in Telia.- Created the team, built a common wow for processes from design and modelling to ensuring implementation and use. - Implemented Value Flow analysis as a method, creating process design principles for the team. Example of application: Lead to termination investigation, identifying waste areas and root causes. Implemented needed changes resulting in: o Decreased handling time in order to delivery from more than 90 min to less than 30 min. o Credits notes going from 35% to less than 0,4% - Hardware supply chain study, how to secure hardware sales B2B in a company traditionally not producing hardware, nor having global shipping methods.

Cross functional team leader responsible for making sure that services are being seamlessly delivered to the clients of our organization. Responsibile for a variety of tasks, such as leading project teams, rectifying reliability issues, monitoring progress, tracking KPIs, developing and streamlining the customer journey and processes. Vital mission in boosting the user experience by ensuring the smooth delivery of top-notch services that meet and exceed customer demands.

Certified professional coach, team gymnastics - Floor, Tumbling and Trampet B.Head coach for 1 team.

Certified professional coach, team gymnastics - Floor, Tumbling and Trampet B.Head coach for 2 teams, plus coaching other/new coaches.

Drove the growth of the company's global product portfolio through successful implementation of product management function. Ensured user experience and value for our customers. Responsible for profit and loss. Catalyzed organizational change by coaching cross-functional teams to align with product vision and goals (sales, marketing, delivery, support, development and new product team).

Taught organization and leadership as a Lecturer for the Department of Neurobiology, Care Science, and Society at Karolinska Institutet.

- Body Pump- Body Toning- BOSU- HIT- training- Aerobics- Step- Dance - Kids & Young aerobic-Aquaerobics

Responsible for the company's global AAC portfolio. Ensuring user experience and value for our customers. Leading cross teams internally to work towards the same vision and goals of the products, from development to marketing and sales.Product portfolio:- Assistive technology - Alternative and augmentative communication incl cognitive support- Input devices- Special education tools- Environment control

Led the strategic direction for the European market by handling product portfolio management, marketing initiatives, communication campaigns and sales operations. Supervised a team of 4 direct reports.

Led cross-functional teams in multiple countries to develop and implement strategy for AAC and Assistive technology portfolio, resulting in achievement of key objectives.

Sales manager, for the entire Abilia product portfolio with geographical budget responsibility for Sweden. The role further developed into a special responsibility for Swedish key customers and also niched me in the area of ​​people with multifunctional impairment. As team coordinator, I was responsible for the daily management of the Swedish sales team. A combination of specialist and leadership role.