Program Director for the Södertälje Transition&Transformation Program- Managing the transition and transformation of Södertälje Infrastructure (DC, NW) and Client Services from incumbent suppliers to Fujitsu Service DeliveryFebruary 2023 - July 2024Program Director for the Vattenfall Client Services Transition Program- Managing the transition of Vattenfall Client Services from incumbent supplier to Fujitsu Service DeliveryAugust 2022 - February 2023Program Director for the City of Stockholm T&T Program- Managed the take over for "Joint IT services for Educational Activities" from incumbent supplierGlobal Programme and Portfolio Director for the H&M account (Retail)- Globally shifted the H&M stores from incumbents Point Of Sales system (POS) SW and related HW into Fujitsu's POS and HW- Globally established Fujitsus POS system and HW for H&M New Market Entries stores (new countries)- Responsible for the H&M POS functional SW releases

IMTECH - Business Transition Project Manager T&T, 08/15 – 11/15Business Transition Project Manager T&T – 04/15 – 08/15Toyota Material Handling Europe AB, TMHE, T&T Program Manager 02/14 to 12/14• Staff takeover for 29 people• Service Desk (In Manila)• Workplace services for 22 countries in Europa• Remote operations of the customers two data centers Tele2 Sverige AB, Transition Program Manager Tele2 BOM – 04/13 – 12/13T&T Program Manager for a Billing Output Management program. Plan and manage the transfer of responsibility for Tele2's entire billing operations with accompanying services• Transition (As Is) and a staff take for 10 persons, both from Sweden and the Baltic's,• Transformation from existing services to corresponding CGI services• 10 projects with 10 project managersVästerås Stad, Transition Program Manager ¬ 10/12 - 04/13Plan and manage the transfer of responsibility for Västerås IT infrastructure, including the relocation of physical and logical servers, from the Customer's data centre to CGI´s data centreScope:• Transition (As Is) and a staff takeover for 35 persons, • Transformation to CGI standard services with 11 different projects, SMHI, Transition Program Manager – 05/12 – 12/12 "Lifeboat", Business Transition Project Manager T&T,– 08/12 – 08/12Swedish Employment Service, Business Transition Project Manager, 08/12 – 08/12 Kronans Drogahandel, Business Transition Project Manager, - 06/12 – 06/12“Triple X”, Internal security project, Head Project Manager " – 04/12 – 05/12Mekonomen AB, Transition Program Manager, - 09/11 – 03/12SLA Skandia – 08/11 – 09/11Rewrite and participate in the renegotiating of the Service Level Agreement with SkandiaSkandia Transition, Transition Program Manager – 04/10 – 06/11Transition and Transformation of ca 1000 virtual and physical servers. 27 planned migrations, 5 different methods (physical and logical)Organization:• 7 Project Managers• 4 Coordinators• Ca 70 Technicians

The Mission:• Establish the company.• Plan and carry through all sales efforts• Having the main project management role at all major implementations. During Lars position as Managing Director, he increased the number of customers with more than 300%, increased the revenue with more than 400% and the company was from year 2004, aligned with budget, profitable

Lars had the overall responsibility for the entire business covering the staff that reached more than 30 consultants, including three team leaders, two field sales persons and one in-house sales person.The mission• Increase turnover with > 50% with a revenue at 20%• Introduce a project based organization• Introduce a standardized common project model incl. necessary documentation templates• Establish a support organization• Establish the consultancy organization covering technical consultancy, project management and carry out workshops.

The mission• Establish a new service-focused Business area, System Integrations, including consulting, service and support, and the establishment of a Call Center.• Establish and expand the partner relation with a UK based consultancy organization called International Solution Providers.• Establish a technical consultancy business around the ERP System JD Edwards

The mission• Establish the IT division including Systems development, Administration, Security and Work place support. • Purchase and implement a new ERP Business system, replacing Scala with JD Edwards One World• Create a new TCM based project model incl. all necessary documentation templates, carry out trainings in Project Management in general and the project model in particular

Lars was the Technical Manager for Swedish Post Sales. His responsibilities covered, among others, the technical functionalities for the two Point Of Sales (POS) systems used by Swedish Post AB, one terminal based and one PC based• Personal and budget responsibility for 14 employees• Purchasing, negotiating and handling contracts were a major part of Lars duties since Swedish Post usually outsourced their operations. That included hosting of mainframe computers, at site service on cashbox terminals, consultants, user support etc.• Business analyzing, where Lars had a the responsibility for making sure Swedish Post Sales AB had an up to date technical infrastructure.

• Torget – Swedish Posts marketplace on the Internet, Technical Project Manager for Post Sales. Lars role was more business-oriented than technology oriented and consisted mostly of negotiations with the various suppliers of Internet services (Telia, Tele2, ICL, etc.).• Project Support PC - a project that aimed to give the staff at all customer services, about 110, access to their most important information via a login and a graphical interface on a PC (almost all systems were terminal-based and needed login separately ).• Project Self-service - a project that aimed to develop self-service as a complement to ordinary Post office. Lars subprojects responsibility, was to create a prototype and implement a pilot.• Project Caesar - where the mission was to roll out sales system Caesar in Posten Sales and Lars was project manager for the technical part of the rollout.• Project EIS Posten Letters - where the mission was to roll out an EIS system to decision makers in Region Linkoping (13 locations). This was Lars first real project (1993), where he also used real project methodology (MIPS PS). This project included everything from procurement of HW and SW to customization of application and training