I worked as project manager and team leader for Ricoh Sweden's project office.In 2017, I was responsible for a project whose purpose was to implement a Print As A Service (PAAS) for 6 universities of a total of 13 as a jointly procured service.In Ricoh's project group, I had the great pleasure of working with the following people:Christoffer Hasslegren - MDS ConsultantJimmie Fong - MDS ConsultantJoachim Thillman - MDS ConsultantChristoffer Jönsson - IT ConsultantRobin Svanberg - IT ConsultantJohan Löfgren - IT ConsultantMåns Sörensen - Technical Project ManagerMartin Broman - Customer Responsible

As a Alliance Manager, I was responsible for the relationships with our supplier partners.Together we conducted both internal activities, such as sales and consultancy programs, as well as external ones such as Ricoh Inspiration Day.

In the role as Business Area Manager for Ricoh Sweden IT Services, I am responsible for the budget and earnings, our value propositions, vendor relationships and partner packages, campaigns and activities.The role also involves working with the development of the business area. Which I see as one of the most important tasks, to continue to be competitive and deliver according to customer and market requirements.

In my role as Service Delivery Manager, I was responsible for our two largest IT customers.I was also the project manager for the migration project, when we took over one of the customers. The project was completed according to the established schedule.To deliver against targets is one of my biggest motivations.I was also, during this time, responsible for 1st and 2nd line within Ricoh Swedens NOC.

As consultant, manager, I was responsible for the business unit's budget, recruitment, follow up and development as well as staff. I was also responsible for our IT service delivery against a couple of our largest customers.Together with a college I was responsible of buildning up the Servicedesk and NOC organisation within Ricoh Sweden IT Services.

I had the privilege to be a part of starting up this company i the south of Sweden.XeraCom was a monobrand partner to Xerox.After 2 years XeraCom was sold to Ricoh Sweden.

As a BDM at Xerox, I was responsible for mono- brand partners in southern Sweden.I worked with setting goals and performance monitoring.My job was also to coach both management and sales. I helped to ensure that the sellers had the right kind of training and sales tools, all in purpose to achieve committed goals and results.

Key Account Manager ( KAM )This time, I was recruited to AddPro to take over my old customers and a certain number of new clients, when two sales reps chosen to quit.Like last time, I was employed as Key Account Manager at AddPro AB, also this time was my responsibility to manage and develop my existing clients and bring in new customers to reach the mine and the company's fiscal targets.AddPro had at this period, 5 different areas of expertise and KAM I collaborated with both specialist vendors and consultants respectively competence. Everything for delivering customer value and customer satisfaction.

Section Head / Strategic buyerI was employed as Section Head of Office Services in the tax authority in Malmö.Office Services was a section that consisted of a few region-wide support functions such as purchasing, property, security, and archiving and journalisation.My task was to develop the section to be more visible for all twelve offices in Skåne and thereby ensure that the business worked with the same regulatory framework within each area.When I left the responsibility of the Office services, to a post as a strategic purchaser within the newly formed Tax Agency, we had cut down on the number of suppliers and we worked more as internal consultants in the various areas of expertise, which in turn meant that we delivered the response and support faster than previously to the entire operation. Not only to the Malmö office, as it was before I took over the responsibility.During the period I worked in the Office services, were all Tax authorities merged together with the National Tax and formed the Swedish Tax Agency. As part of this decision, it was created a project, with the assignment to form a national purchasing unit.After working as a sub-project leader in the formation of the procurement entity, I was offered a role as one of twelve strategic purchasers.The procurement unit was responsible for all the procurement within the Swedish Tax Agency.We also worked to simplify procurement and invoicing processes to achieve a right contract loyalty and reduce costs both tangible and handling terms.My main responsibility within Procurement, was to purchase, manage and develop a procurement system; eBeställ.

When I started at AddPro, it was my responsibility to manage and develop my existing clients and bring in new customers to reach the mine and the company's fiscal targets.AddPro AB was at this time , since six months back, start-up .Representing a new company, it was much hard work to as quickly as possible put AddPro on the map of Helsingborg, within the ITS business area.I put a large portion of my time to get AddPro as a vendor to the City of Helsingborg and all of its various units; which at this time was very decentralized.When I chose to leave AddPro for new challenges, AddPro was virtually the sole supplier of IT equipment (PCs, thin clients, servers, backup, storage and network) and some consulting / technology services to the City of Helsingborg.I had also brought in customers DSV, Höganäs Municipality, Bastad Municipality and Örkelljunga Municipality. All customers bought both products and services.