Deployment & Automation including Security

Acting manager of the PDU PC Solutions Readiness section included resource management between the three programs - CPoC Program, Competence Development and 5G Trial Program.Recruitment, follow-ups at individual level and participate in the PDG Solution Leadership Team. The main focus was to get through the Covid-19 period with work from home for most of us and at the same time achieve productivity, motivation and a positive team spirit in the section.

Customer Proof of Concept (PoC) Program Manager tasked with building world-class customer demos that prove the overall value of Ericsson Packet Core solutions and drive perception of Ericsson's Packet Core capabilities. With a responsibility for internal competence building, demo development, demo lab, preparation and execution of customer demos. Billing, invoicing and budget follow-up were also included.The focus was to deliver in a simple and clear way with a focus on decision makers in the customer organization and other important influencers.A large number of the customer demos were also 100% at the customer's request. The customer decided what they wanted to see and we delivered as requested.

Project Manager: Proof of Concept (PoC) and 2nd Line Coordination.2nd Line coordination, responsible for and develop a collaboration between R&D and the delivery organizations / local companies within Ericsson for all packaged core products and solutions. The aim was to support packet core product introduction to the market.Support and secure the delivery organizations' competence building for new products (4G).Quality monitoring and action proposals for package core products in commercial operation. Development of Demo process for repeatability of customer demos and deeper customer reviews and audits of package core products.

“Product Packaging Manager” for the broadband access product EDA1200. Responsibility for defining the product packaging, i.e. how products and solutions are to be presented to the market.As the "Pricing Manager", be responsible for defining and maintaining the pricing model for the same product.

A staff function within the project office of the Product Development Unit with the main tasks: Multi-project planning (MPP), comprehensive present and future scenarios including proposals for capacity changes within the development unit. “Release Strategies” which included identification of requirements, the organization's possibilities and with the help of MPP propose solutions and participate in negotiations with the organization's customer. Project manager training with the aim of meeting future requirements with the right training from the right suppliers.

As the leader, I was responsible for recruitment, skills development, organizational development, work planning, etc. The main focus was to meet the sharp rise that the product program Gateway GPRS Support Node was facing. The section grew by 75% during the past year, which is why motivation, team spirit, skills development and efficiency have been the key words.

Senior consultant and customer project manager, both internally Ericsson and for customers externally. The assignments included responsibility for the deployment phase (coordination, system verification, data conversion, training and support) in the implementation of the SAP business system within Ericsson's business units and development units. Other assignments have been driving customer projects, organizational assignments in the business area "Global Services", developing and introducing a model for "Competence Management" in the business area "Systems Integration" etc.

Manager - Service Activation EABResponsible for all development for the Service Activation product area with two sections in Gothenburg and one in Shanghai, China. The role involved overall budget responsibility and I reported directly to the sector manager. The main focus was to carry out a migration of the two activation products within Ericsson and geographically decide what to do where. Other tasks have been to bridge the cultural difference that exists between Sweden and China and to actively participate in the reduction process that Ericsson implemented in 2002.

Manager - Development unit for Service Activation (Initiator).As the leader of the product unit, I was directly responsible for budget, recruitment, competence building, organizational development, work planning etc. I was judged on the basis of delivery precision, quality and staff turnover.The role was a direct continuation of previous project management assignments and involved building a development group for the company's "Service Activation" product. Initially, great emphasis was placed on recruitment and focus on the task and the group feeling. Structure and support for building external functions such as implementation, sales and customer support has also been significant.

The company's representative in customer contact with Ericsson's business areas. The work involved responsibility for four customer contacts in the OSS (Operation Support System) area and negotiation of contracts for deliveries and delivery content, as well as bringing forward and driving customer requirements and wishes within EHPT. The responsibility also included the decision making in product development with customer needs in focus and responsibility for decisions met.

Responsibility for an improvement project with the aim of developing and implementing planning and follow-up methodology for the company's projects. The improvement project was part of the company's project office and included providing support for other projects. This support was specifically aimed at project development, project planning and quality assurance, using Ericsson's project management model PROPS as a base.

With the transition to EHPT, my work got more focus on the company's processes, from new development to finished and installed product. This meant that I worked more intensively with "bottleneck analysis" and process review in order to achieve higher efficiency and shorter lead times within the company.

Methods & HandlingMethod and management issues in the industrialization phase of the product TMOS (Telecommunication Management and Operations Support). The work consisted, among other things, of leading or participating in projects with the aim of defining a new industrial process or representing the industrial side in development projects. Other tasks were to define and organize service functions such as handling and routines for fault reporting of TMOS products.

Production Engineer – Mechanical and composite manufacturing, Ericsson Radar Electronics AB.Production methodology and procurement of production equipment. Responsible for flow orientation of the mechanical workshop. Chief welding engineer at Ericsson Radar Electronics. Teacher in the field of production technology, etc.