Chef för ett team bestående av IT PLatform managers och IT Domän arkitekter

In this role I purchased datacentre services from different suppliers globally on behalf of H&M. I managed all parts of the service including Supplier relations, service follow-up and contract negotiations. Budget and setting strategic directions and goals are part of the daily work. I supported H&M operations’ teams and H&M Local IT in all countries in planning and addressing datacentre questions and incident management.Continuously improving the services to better suit H&M was key, requiring internal cross-functional collaboration and with external suppliers.I hade the role as SCRUM Master for our team using PI-planning and tools like Jira and Miro.

In 2014 I was appointed to create a new support function, a centre of excellence, the I&O Competence Centre. The purpose of the new function was to supply different specialist recourses to all sections within the I&O division like project managers, requirement analysts and various technical specialists such as IT solution architects and IT specialists. The group consisted of both employees and consultants and grew to approximately 120 specialists.Building this new function from scratch meant that my team and I created and optimized ways of working including how our stakeholders requested resources, updating recruiting processes, people management, setting meeting structures, supplier relations and so on. For our teams we worked with creating a structure for career and skills development per role, generating an education strategy and defining goals. During this time, I was staff manager for 4 group managers including all aspects of people management such as salary reviews, recruitment, resource planning and strategy, career planning and development.

I was appointed head of H & M's Global IT operations for a couple of years while H&M procured operations services from an external supplier. IT operational services that were included were VMS, Storage, server, network, IT security for H&M Global, which was a complex operational situation. The team included over 100 technicians and architects in Sweden and Hong Kong.Beside to uphold an stable and secure operation the assignment during this period was to prepare for outsourcing together with the teams, which meant updating / streamlining license management, external agreements, IT processes, documentation, budget, competence requirements, etc.I was the head of a team of 9 directly reporting delivery and personnel managers including all aspects of people management.

In this role I was staff manager for H&M Network, VMS, and IT security operations team. This included all aspects of people management such as salary reviews, recruitment, resource planning and strategy, career planning and development, budgeting and supporting the Delivery Manager in delivery strategy. Project Manager | H&MDuring this time, I also was Project manager for a project with the goal to recruit and build teams in Hong Kong reflecting the Swedish Operation teams. Together with local H&M Hong Kong managers I recruited locally it-technicians to work in the Global IT Operations teams but placed in Hong Kong. I introduced remote interview sessions where Swedish team manager and technician in Sweden interviewed candidate in Hong Kong.Result was that we withing one year had a very competent local Hong Kong team covering 2 time zones and together with Swedish team delivered 24/7 operations

During my time at Aditro the initiative was to implement Service Management Way of Working including developing role descriptions, responsibility matrices (RACI charts) and supporting presentations for both internal and external use.

Manager for a team of Unix and Oracle Technicians spread out over 3 separate Swedish AztraZeneca locations including all aspects of people management such as salary reviews, recruitment, resource planning and strategy, career planning and development. I led an internal outsourcing sub-project to India where documentation of daily tasks and handover was the main objective.

Competency owner for Service Management role - Europe

Manager for a team of Service Managers including all aspects of people management such as salary reviews, recruitment, resource planning and strategy, career planning and development, vison and goals.

Service Manager for several customers, large and small, providing Help Desk and Onsite Support.

Team Leader Onsite support and Helpdesk with a team of about 15 people.

Onsite och helpdesk support technician

Assistant Project Manager in Swedish Vattenfall Millennium Project.

Assistant nurse at an orthopedic rehabilitation clinic.

Mechanical engineer, built different types of packaging machines