stoEr is a B2B service provider that digitalises banks’ mortgage processes, and streamlines the entire flow from user interface to IT operations. The solution –the first of its kind in the Swedish mortgage market – makes possible for banks to meet their customers where they spend most of their time and money – online.stoEr Technologies was aquired by Stacc AS and I made an exit

Mentor and advisor to digital leaders

Responsible for the Klarna Engineering function and member of the Klarna Executive management team. The Engineering organisation was 250 FTEs strong and included 35+ nationalities. The scope of the responsibility included product development, IT Operations, maintenance, the corporate IT function, the PMO (Project Management Office) and security (physical and information). All IT functions were in house.All, but one, members of the Engineering management team were replaced. The organisation grew from 180 to 250 FTEs. The fragile first generation production system was made very stable and showed availability in excess of 99.98%. Infrastructural support for two new business verticals were produced – Transportation and Market places.A completely new production system, in Java, was built in record time of just 7 months from start of coding to deployment for the UK market July 1 2014. This new system has a distributed, service oriented architecture and is deployed in a commercial cloud service. The same solution was introduced to the US market in April of 2015.Winner of the 2015 Digital Masters Award – Excellence in Technology

When joining Klarna in November 2011, the Engineering organisation and the main production system were both in very poor shape. Also, the business had no structured way to articulate business needs to the development community.The Development organisation was 90+ FTEs divided between 8 direct reporting managers. 7 of the direct reports were replaced. Agile methodologies (Scrum) were introduced. A Product organisation was established. Products main responsibility is to translate business priorities and needs to requirements used by development. A test organisation and test infrastructure was also established.The main production system was big monolith of code and very fragile with way too many service outages. The state of this system was a real threat to the business and the existence of the company. With all developers working basically in the same code base, developers were working 24/7 to allow check in of new code to a known base line. Much work was spent to divide the code into smaller components with clear interfaces as well as solving the stability, test and code deployment issues.From September 2012, a permanent member of the Klarna Executive management team.

Self employed with different assignments as interim line manager, product owner and senior project manager. 2009 – 2011Interim line manager at Telge Nät. Head of the Project & Planning division. 50 FTEs divided between 3 direct reports. Replaced one of the direct reports. Member of the Telge Nät management team. Introduced project planning and execution methodologies, cleaned up the project backlog and helped to recruit the permanent successor2007 – 2009Product owner to the latest of Ericsson’s platforms used for core infrastructure components. As the sole Product owner of this very important platform, worked closely with the development organisation. Groomed and prioritised the backlog of requirements and assisted to recruit two successors to the role. Member of the Product owner management team. Coordination of the network level requirements put on the nodes using the platform. Very international environment working with Ericsson R&D offices around the world.2001 – 2007Senior project management consultant to Ericsson with focus on systems engineering. Overall responsibility for systems performance and characteristics of new core network products developed by the Ericsson R&D organisation. Responsible for coordination on the network level, where the combined nodes where integrated and tested on the network level. Very international environment. Projects in the order of 200-300 MSek.

Arete is a IT consultant company with focus on project management in IS/IT. Project managed a couple of large (≈100 MSek) Ericsson R&D projects.

1994 - 1998Assistant Project manager for production of two new surveillance aircraft used to gather signal intelligence. Two new commercial aircrafts were used where the cabin was converted into a radio lab and the hull covered with antennas. Responsible for the technical systems performance and main point of contact to the US vendor providing a large custom made subsystem. 1993 – 1994Systems developer. Hardware and software development1992 -1993Scholarship at the European Space Agency – The Netherlands. Calculation of precise (cm level) orbits of Low Orbiting Satellites. Close corporation with the Delft University1987 – 1992Leave of absence for Master of Science studies. 6 months of work practice at Carl Zeiss AG - Germany1985 – 1987Service & repair engineer. Radio equipment