Change Lead/Program Catalyst for the Volvo Cars Kosice Digital Establishment, enabling deliveries of required digital capabilities for a new Volvo Cars plant in Slovakia.

I was the Vendor manager for the vendors providing Volvo Cars Digital with onsite consultants in Fieldglass. This also entailed acting as a bridge between internal stakeholders like line managers, Procurement, Finance and PX related to the Consultants Onsite, and working very closely with Procurement. On the side I continued to dabble as Scrum master and RTE to the Sourcing & Vendor Engagement teams!

At Sourcing & Vendor Engagement in Volvo Cars Digital we supported the organisation in all things sourcing and vendor related! In our product oriented organisation I was the Sourcing Lead for the Product Area (sort of like the portfolio level in SAFe) Vehicle Software & Installation. I also dabbled as a Scrum Master/Release Train Engineer for the Sourcing & Vendor Engagement teams.

Consumer & Enterprise Digital started a journey towards being a product-oriented software company. The deliveries were organized in agile product teams, while the line was organized in Chapters. The chapter was the home organization, connecting people from different deliveries in e.g. Communities of Practice, for co-creation crossing product deliveries, and with a focus on development and career. The Engineering Chapter consisted of several groups, and I was responsible for the Software Engineers! Update: Volvo Cars Digital re-organised after a little over a year, moving the line organisation into the product areas with a Team Manager role replacing the Chapter Manager. Inspect and adapt!

I joined Volvo Cars as a result of an in-sourcing of the VCC PDM delivery (from Volvo IT). The delivery was renamed PLM Product Structures, and over the next couple of years we faced an increasing number of projects and as a result growing pains. Over just 3 years the group went from 20 to 70 people, distributed over Gothenburg and India, and from one big team we split into many "two pizza teams". I started several transformations together with the teams - modernizing the mainframe development, working with new technologies, BDD, and last but not the least a Productification and implementing SAFe.

I started out as a Delivery Manager for VCC PDM, a role in which I was both a line manager and responsible for my groups deliveries to the external customer Volvo Cars. This group delivered both maintenance & support, continuous improvements and projects, all in the same in-house developed application "suite". Later on VCC PDM was merged with the VCC Purchasing group, a delivery with a similar set-up. I was faced with managing a lot of change in this role, as Volvo IT took the decision to sell all external IT deliveries to HCL and I took on an added responsibility for securing all VCC application deliveries in the transfer to HCL. In the end, the VCC PDM delivery was in-sourced to Volvo Cars, another change to manage!

Volvo IT was re-organizing "Global Infrastructure & Operations", and moving away from a matrix organization, the aim was to combine Line management and Fuctional management in the same role. I joined the End User Services organization, as URS Gothenburg Manager. This had two parts to it; first I was a line manager for the group delivering this service, and second I was functionally responsible for the procurement of end user IT equipment requested by Volvo Group users in Gothenburg, i.e. responsible for budget, process, and quality. I also got to be Scum Product Owner, with the global URS processes and tool support in scope!

As an IT-PM at Volvo IT's Consulting Services, the entire Volvo Group was available! I managed such different projects, different phases of projects and in completely different areas of the Volvo Group. The projects that had the biggest impact on me, were the ones where the complexity required something new, and where an iterative waterfall approach was simply not enough. I discovered the manifesto for agile software development and Scrum in 2008, and I was hooked! In 2011 I got to join a great group of people in a program where we were scaling Scrumban over several teams in an attempt to manage multiple project deliveries and maintenance in the same applications. It worked, but it seemed to make much more sense to stop the projects, and only organize in delivery teams using Scrumban or Kanban. I had not yet heard of "Productification" or frameworks such as LeSS or SAFe - but when I did, it made so much sence!

I got to try out so many new things in my first employment at Volvo IT! On top of working as a BA for Renault Trucks EDI logistics flows, I got to be an application owner, and an Assignment Leader. Part of the team I was leading was in Wroclaw (Volvo IT Polska), and I even got to be a part of recruiting and training the team members there. After leading a number of assignments, I was eager for a more structured approach and was introduced to the world of IT Project Management at Volvo IT.

Consultant at Volvo IT, working with EDI Implementation for the Volvo Group.