Jukka Talvio Email & Phone Number

Turku, Fi

Berlin, Germany

We created and improved Objective based Project Portfolio Management approach which created transparency to the dependencies across organizational boundaries. This enables collaboration and early problem resolution between business units.Creating transparency to work in progress and planned, especially when the involve multiple business units, to enable leading the program portfolio, . In collaboration with the enterprise strategy team my team facilitated, coached, and trained the rolling out of Objectives and Key Results (OKRs) as the leadership tool for the Management Team and heads of engineering teams. Improving and facilitating collaboration and trust relationships across team, function, business unit, and other organization boundaries towards mutual explicitly communicated goals. In a complex product portfolio, we enable effective communication, alignment and common understanding of the customer needs, requirements and implementation of the delivery of customer use cases.Continuous improvement, coaching, training and monitoring the application of Agile methods and empirical process controls. Interpretation of Lean Startup, SAFe, LeSS, XP and other Agile frameworks for the company context. We guide the teams to pick the right methods and tools from the vast Agile Framework toolbox and then participate in implementing the solution. Product Management and Software Engineering processes and ways of working documentation. Compliance of the ways of working to ISO 9001, A-SPICE and other applicable automotive standards.

Berlin

I lead a team of End to End testers in Consumer, Applications, Services and IoT organizations. I lead the introduction and expansion of Automated Testing, Exploratory Testing, and Session based testing. I greatly streamlined and improved the productivity of the testing in our organizations. I wrote the company guidance document on Software Testing and worked with various teams on implementing it. This includes DevOps, branch management, unit testing, code repository, build planning, integration pipeline management, testing, and release testing. I lead the Product Management and Software Engineering processes and ways of working improvement and definitions for Consumer, Applications, Services and IoT organizations. This included continuous improvement, coaching, training and monitoring the application of Agile methods and empirical process controls.In the same organizations I lead the compliance of the ways of working to ISO 9001, A-SPICE and other applicable automotive standards. This includes simplifying the Quality Management System, especially its documentation, to reduce waste and improve efficiency.

In collaboration on with Product Management, UX, and sales we successfully changed theproduct go to market and business model.I gave and kept the long term commifed schedule for the program. I coordinateddevelopment and tesing teams in Finland, Malesia, Russia, and the US, over 100 people.

I took this position because I wanted more experience in a more operational role.I led the critical Licensing, Provisioning, and Authentication backend development withoutany major production incidents and moved the teams to the DevOps model with dailyrelease cycles.

Our whole team focused on DevOps transformation improvement, related culture, skills development in team, and measuring the outcomes. We introduced throughput and lead time measures and brought visibility and hard facts to what was previously lead only intuitively.

I led a global the testing team and developed the competence. The testers and developers worked face to face in the same team. Through continuous automated testing we always kept the software at release quality level. The productivity and quality assurance level of the outcome is at a magnitude better level than if the testers are in a separate team or if testing is focused towards the end of a long release cycle. Together with other leaders we experimented with new approaches like visualizing the quality with infographics, matrix competence organization, feature teams, stop the line bug limits, etc. We used in practice what others hypothesized.

With my testing team I made changes to the testing and testing management which lead to software releases and testing work become predictable. We worked on expanding the automated testing and gained great benefits in terms of quality and speed. We made process improvements and reduced error prone manual overhead work in testing management while assuring compliance. We improved traceability from requirements to tests and test results. While keeping to the standards, I introduced exploratory and session based testing management to the organization. This greatly improved the ability of manual testers to use their skills dynamically and be more effective. This in turn improved the sense of purpose and motivation in the team. I introduced scrum and agility to the company and showed example through my team.

I changed F-Secure Software development, over 100 engineers, from stage gate model toscaled scrum model. Results were much improved quality, efficiency and faster releases.In this role, project and program manager reported to me. With my lead, using clear focusand Key Result driven strategy, we doubled the Consumer product revenue.I coordinated project portfolio management (scope, resources, schedule) for the company.I led Localization and Documentation teams in a way which allowed translation parallel withdevelopment and releasing 30 languages simultaneously.With other leaders we dramatically improved and increased our unit testing. This was a key forimproved continuous integration, quality and efficiency.I hired and led over 30 software testers at F-Secure to a motivated team. I am proud of theaccomplishments of the team then and what they have done as individuals later.

I lead the creation of the Quality Management System which received ISO 9001 certification.This allowed us to gain FDA marketing permission for the treatment planning system in the US and attach the CE mark in Europe.