With curious mind and deep business experience Jacob will support our customers in digital transformations - as part of a sustainable business growth.

Management consultant and responsible for a team of 10 specialists in Digital Sales, IT development, CRM, Digital Marketing and Loyalty, Reporting / Follow-up and Organizational development.I had a profitability and budget responsibility as well as delivery responsibility for the team towards the customer. We worked on transforming business and organisation as well as processes, and teaching our customers to work in new channels towards both their own customer base and prospects, with the… Show more Management consultant and responsible for a team of 10 specialists in Digital Sales, IT development, CRM, Digital Marketing and Loyalty, Reporting / Follow-up and Organizational development.I had a profitability and budget responsibility as well as delivery responsibility for the team towards the customer. We worked on transforming business and organisation as well as processes, and teaching our customers to work in new channels towards both their own customer base and prospects, with the tools they have today, and the tools they need to bring in to be able to work agile, data-driven and insight-driven. Assignments to a large insurance company and a large member organization for companies. I worked strategically to train the management team and to show the customer that it is possible by going ahead and working in the customer's environment to pursue actual sales and marketing as well as leading the team strategically and operative. Show less

I was involved in setting up a new organization within Digital Banking, SEB - Digital Sales, which had the sales responsibility in SEB's digital channels; seb.se with over 5 million unique visitors per month, the Internet banks for Business and Private, and the Mobile Apps for corporate and private customers, and Social Media.I had 7 Digital Sales Managers in my team who had different customer and channel responsibilities for sales. We set up both a strategy for increased digital sales and… Show more I was involved in setting up a new organization within Digital Banking, SEB - Digital Sales, which had the sales responsibility in SEB's digital channels; seb.se with over 5 million unique visitors per month, the Internet banks for Business and Private, and the Mobile Apps for corporate and private customers, and Social Media.I had 7 Digital Sales Managers in my team who had different customer and channel responsibilities for sales. We set up both a strategy for increased digital sales and lead generation, and developed the opportunities for customers to sign products digitally. During my time as manager, the digital channel increased as a subset of total sales bothon the private side and the corporate side and remains the channel that stands for growth in the bank. We also worked hard to set up digital customer journeys, measurement and flows to be able to optimize and improve in our channels. Show less

I was responsible for the Savings business in the digital channels. I was also Agile product owner for three agile teams in the front channels for one of the bank's longest, largest, and most expensive projects - One fund, where all the bank's fund accounts were to be migrated into a new system over a weekend – where we couldn’t fail. The migration was successful and we were finally able to close a 9-year project that the CEO felt she did not want to hear about anymore within the bank's… Show more I was responsible for the Savings business in the digital channels. I was also Agile product owner for three agile teams in the front channels for one of the bank's longest, largest, and most expensive projects - One fund, where all the bank's fund accounts were to be migrated into a new system over a weekend – where we couldn’t fail. The migration was successful and we were finally able to close a 9-year project that the CEO felt she did not want to hear about anymore within the bank's management team. In addition, I worked as acting head of the team for the Internet bank Private. Show less

In my role as responsible for mortgages - I had created a Steering Committee where those responsible for the bank for distribution, marketing and credits sat. One of the participants was the head of Telephone bank, who wanted me to start with her and take care of the mortgage business and implement new ways of working. I was given the responsibility for an Advisory team where we developed Remote advice and Sales over the phone. We worked on testing remote agreements. We created a collaboration… Show more In my role as responsible for mortgages - I had created a Steering Committee where those responsible for the bank for distribution, marketing and credits sat. One of the participants was the head of Telephone bank, who wanted me to start with her and take care of the mortgage business and implement new ways of working. I was given the responsibility for an Advisory team where we developed Remote advice and Sales over the phone. We worked on testing remote agreements. We created a collaboration with TryggHansa where we conveyed customers to each other. SEB signed an agreement with SACO, where my team tested a working model to process their members. In addition to being a pilot team, we were at the top of the sales list for all mortgage teams. Show less

This was one of my best moments at the bank - getting the responsibility for the most important product and business area in the private sector - mortgages. A role that I was offered in the middle of a burning financial crisis. During my time as responsible, we increased lending from SEK 300 billion to SEK 420 billion. SEB then had twice our size of the new lending in the market. I became Mr Mortgage in the bank - partly because we used all our distribution power to bring in customers, but also… Show more This was one of my best moments at the bank - getting the responsibility for the most important product and business area in the private sector - mortgages. A role that I was offered in the middle of a burning financial crisis. During my time as responsible, we increased lending from SEK 300 billion to SEK 420 billion. SEB then had twice our size of the new lending in the market. I became Mr Mortgage in the bank - partly because we used all our distribution power to bring in customers, but also because Risk and Credits were worried that we gained too much risk in the portfolio, with the early 90s in mind. I was able to show that we brought in the "right" type of customers, who managed both KALP (Remaining to live on-calculation), LTV (Loan to value), and that the credit losses were negligible (less than 0.1 per thousand). I was also used as an interest rate expert internally and externally to customers - and had to work with communication on an ongoing basis. We changed our pricing model, and as the only bank in the market, made an attempt to be transparent with our pricing by showing our lending costs and then taking a margin. This made me go around the country and train about 1000 colleagues in talking about how pricing works and business acumen. I sat as SEB's representative on the Swedish Bankers Association's Mortgage Executive Board. We implemented the bank's first major customer insight program together with an agency; Transformator, where we made large changes in customer, communication and internal processes via quant and qualification data.We also removed the top loan and offered financing with a mortgage with up to 85% of the value of the estate. And developed tools for statistical valuations and automated assessment of the BRF economy.I also became responsible for the sales of consumer credit in the bank - where we increased significantly during a number of years in unsecured loans, mainly due to marketing. Show less

I was asked to take over the Fund area and said yes. A major challenge as an adviser at the bank was working with advisory portfolios that were constantly changing. I took the initiative to create a Fund-in-Fund solution that worked according to the Yale portfolio's methodology with seven asset classes and created the Strategy Funds - the customers chose the level of risk, we took care of the rest. The strategy funds went from zero to SEK 240 billion in AUM (Asset Under Management) in three… Show more I was asked to take over the Fund area and said yes. A major challenge as an adviser at the bank was working with advisory portfolios that were constantly changing. I took the initiative to create a Fund-in-Fund solution that worked according to the Yale portfolio's methodology with seven asset classes and created the Strategy Funds - the customers chose the level of risk, we took care of the rest. The strategy funds went from zero to SEK 240 billion in AUM (Asset Under Management) in three years. I also investigated creating a Fund Square and had a dialogue with both MFEX and UBS. We quality assured our Fund range. I was responsible for setting the Business Plan for Funds and created both SLA and SRM (= agreement on what we should do) with SEB Fonder. I also managed to increase the internal remuneration in the business agreement by 25%. Show less

I applied for a job within the bank's staff function where the requirements profile was that you could do everything in the Savings area. I did not think I would get the job, but my recruiting boss bet on me. I took in Servicekonto as a new repository type in SEB and did everything around it; IT requirements, legal requirements, implementation in systems, communication with customers and colleagues. I was involved in developing an offer digitally in the form of Enkla Depån - to meet the… Show more I applied for a job within the bank's staff function where the requirements profile was that you could do everything in the Savings area. I did not think I would get the job, but my recruiting boss bet on me. I took in Servicekonto as a new repository type in SEB and did everything around it; IT requirements, legal requirements, implementation in systems, communication with customers and colleagues. I was involved in developing an offer digitally in the form of Enkla Depån - to meet the competition from the new online brokers. In addition, I had to take care of some "legal issues " such as US-Customers and QI. I was also involved in implementing Mifid 1 in the bank. Show less

I started my banking career as a Private Advisor in an branch office with a focus on Investment Advice. I benefited greatly from my equity and fund interest in finding good solutions to customers' needs. During this time, I took my SWEDSEC license, and was asked to work in our office in Kista, which had many demanding Ericsson customers who came in with large Excel-calculations on how their investments actually should have developed.