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Work Background
Digital AlfaChief Executive Officer
Jan. 2023Malmö, Skåne County, SwedenAs the leader driving the strategic direction and overall vision of the company, I align our goals with digital transformation initiatives to ensure sustained growth. In this capacity, I have successfully built and led a high-performing executive team, focusing on attracting and retaining top-tier talent. Consequently, I oversee operational efficiency and financial health, enabling the company to scale profitably while maintaining a competitive edge in the market.
To further this objective, I spearhead innovation efforts by identifying opportunities and integrating emerging technologies, particularly in AI, data analytics, and IoT. Moreover, I cultivate strong relationships with clients and partners, engaging in high-level discussions to deliver innovative solutions that meet their needs.
As a result of my leadership, I have expanded the company to Switzerland, Sweden, UK and Vietnam, driving steady growth in applications modernization and development while ensuring that our strategic vision is effectively communicated to stakeholders. This includes providing regular updates on performance and guiding our long-term company strategy to position us for future success.
Insuro Technologies, Conoctica and AliteGroup CEO
Mar. 2021 - Dec. 2022Malmö, Skåne County, SwedenI engaged in driving operational and financial revitalization across multiple companies under the same ownership, with a strong emphasis on sustainability and profitability. By analyzing existing operational frameworks, I identified inefficiencies that were negatively impacting financial performance. In response, I implemented robust operational improvements and financial restructuring initiatives, fostering a culture of accountability and performance.
Notably, I achieved a significant turnaround, transforming negative financial results into positive outcomes within a condensed timeframe. This enhancement of company stability was crucial, particularly as the owner faced impending financial constraints. Furthermore, I optimized resource allocation and streamlined processes, leading to improved operational efficiency and substantial cost savings. In collaboration with management teams, I developed and executed comprehensive turnaround plans that aligned with corporate goals, ensuring long-term success.
DXC TechnologyAccount General Manager NOKIA account
Nov. 2019 - Mar. 2021GlobalI held comprehensive 360-degree accountability, managing all aspects of the sales lifecycle, from purchasing and selling to collaborating on joint go-to-market initiatives. By developing and executing business strategies aligned with Nokia's objectives, I fostered a strong partnership that significantly increased customer satisfaction. In addition, I led a cross-functional team to facilitate effective communication and collaboration between DXC and Nokia, ensuring seamless execution of sales strategies and service delivery.
As a result of my strategic efforts, I aimed to enhance revenue streams, with a targeted aspiration to restore account revenue to over €40 million annually.
DXC TechnologyChief of Staff - NOKIA account
Jan. 2019 - Dec. 2020GlobalI was responsible for providing strategic support to the Nokia Account General Manager, effectively serving as a vital second-in-command. In this role, I actively participated in Nokia's Request for Proposal (RFP) process as the security business owner, ensuring alignment with client requirements and presenting tailored solutions. Additionally, I initiated the Nokia EXCIT program, successfully organizing and implementing its framework to drive performance and engagement.
Furthermore, I monitored ongoing projects and performance, providing actionable insights and recommendations to the AGM for informed decision-making. Notably, I contributed significantly to the ramp-down process of a 3,500-employee account, collaborating with stakeholders to streamline operations and transition toward a more efficient model.
DXC TechnologyJoint Go To Market (JGTM) - NOKIA account
Jan. 2019 - Dec. 2020GlobalI was accountable for establishing a Global Joint Go-To-Market (JGTM) organization in collaboration with Nokia, which aimed to enhance sales through joint initiatives and strategic partnerships. In this capacity, I successfully negotiated and signed a bi-directional agreement with Nokia to facilitate selling to, selling with, and selling through the Nokia business. • Signed bi-directional agreement with NOKIA to Sell to, Sell with and Sell through • Created a pipeline from zero to 40 ongoing joint opportunities valued at +100M€
• Engaged and have opportunities in all DXC Regions
• Established a team with employees in 4 geographical Regions
• 2 won deals, 5 in final negotiation
DXC TechnologyActing Security Business Line Lead, Nokia Account
Jan. 2018 - Dec. 2019GlobalI managed the Profit and Loss for security services, ensuring the implementation of mutually agreed strategies to enhance service delivery. As a result, I stabilized service delivery and achieved a high level of client satisfaction with security services through effective communication and performance monitoring. Moreover, I ensured that all operational changes were communicated transparently, contributing to a more collaborative partnership. Notably, I successfully negotiated a "Zero Sum" agreement with the client, effectively maintaining the overall budget while rebalancing the services provided by DXC. In addition, I implemented and meticulously documented the newly agreed scope of services, resolving a multi-year discussion surrounding service scope versus results. This initiative fostered clarity and satisfaction on both sides, strengthening our partnership.
Hewlett Packard EnterpriseCommercial Settlement & Transformation Account Manager - Nokia account
Mar. 2016 - Mar. 2018GlobalI identified and leveraged synergies within the organization to optimize resources and enhance service delivery across both contracts. This approach enabled the cross-utilization of services between the two accounts, fostering collaboration and delivering greater value for our clients. Furthermore, I simplified the penalty regime, creating a more straightforward and equitable framework for contract compliance. To ensure consistency and transparency in pricing, I developed a unified rate card for project work. Specifically, I spearheaded the commercial integration of the former Alcatel-Lucent and pre-Nokia accounts, effectively managing a financial liability of over €10 million Out-of-Pocket (OOP) for DXC. As a result, I achieved agreement on a new end-to-end approach for security services across both contracts, significantly enhancing operational efficiency and client satisfaction. In addition, I revised the scope and pricing for an Infrastructure Transformation program valued at €30 million while sponsoring the completion of the remaining work.
Hewlett Packard EnterpriseDirector of Cross functional and SIAM service line at Alcatel Lucent/Nokia
Jan. 2015 - Dec. 2016GlobalI was accountable for managing the Profit and Loss of cross-functional services, which included divestiture and acquisition projects valued at €4 million, Business Service Management (BSM) with real-time monitoring across 25 sites and over 200 applications/services, SIAM services (€2 million), and comprehensive service management encompassing tools, asset, and license management. Through my leadership, I implemented BSM as a Service, streamlining operations and enhancing service delivery. In this capacity, I achieved all cost-saving targets while improving service quality, demonstrating a strong commitment to efficiency.
As a result of my initiatives, I achieved an impressive 160% year-over-year increase in sales, significantly boosting revenue growth. I successfully closed 39 projects, each valued at over €100,000, driving operational success and ensuring high client satisfaction. Furthermore, I regained control of asset management through rigorous data reconciliation of more than 100,000 assets across 94 countries, resulting in 99% data accuracy and improved client trust, with a total asset valuation of €74 million.
In addition to these achievements, I finalized 16 divestiture programs, including a significant program valued at €3.5 million, and resolved over €3 million in historical disputes. I also led the successful closure of two disputes with external software vendors, totaling €3 million.
HPTower Lead Service Management
Jun. 2011 - Apr. 2015GlobalI globally managed all aspects of Service Operations to ensure consistent and flawless delivery to clients, taking ownership of client negotiations regarding all Service Level Agreements (SLAs) and overseeing a penalty budget of $10 million, with a goal of reducing penalties to zero. In this capacity, I standardized the organizational structure and reporting processes, which resulted in improved operational efficiency. Moreover, I successfully sold and initiated the implementation of Base Service Integration and Management (SIAM), driving additional value for the account.
Through the execution of a comprehensive plan, I achieved a remarkable 93% year-over-year reduction in penalties while simultaneously enhancing service quality. Additionally, I implemented cost-reduction strategies that decreased employee costs by 50% by consolidating delivery operations from 18 countries to eight, resulting in a reduction of staff from 112 to 72—all while improving service delivery quality.
I also developed an online service level management tool capable of handling 70,000 tickets monthly, delivering consistent data that garnered recognition as a best-in-class solution by external auditors. Finally, I built and maintained strong client relationships, negotiating improvements that led to a 10% reduction in SLAs while enhancing reporting accuracy, thus ensuring that the client's needs were met and establishing trust in delivery.
HPLead Service Operation Managment
Feb. 2010 - May. 2011GlobalyI globally managed and coordinated all HP Delivery Teams to ensure process compliance and performance excellence across key areas, including Incident, Problem, Change, Configuration, Capacity, Availability, and Release Management. By focusing on meeting contractual Service Level Objectives and internal KPIs for a major global account, I aimed to enhance end-user satisfaction, avoid Service Level Credits, and reduce HP's cost of delivery. Through my strategic initiatives, I transformed a negative performance trend within three months, shifting from red SLOs and high Service Level Credits to stable and predictable green SLOs.
As a testament to my leadership, I achieved the highest rating in the Voice of the Workforce survey for management in Sweden, placing in the top 10% of all HP managers, which reflects effective leadership and team engagement. Additionally, I enhanced balanced scorecard fulfillment from 21% to 90% during the year, marking the highest achievements across all accounts within Ericsson.
Furthermore, I built a strong and cohesive team of 28 FTEs across three countries and six cities, fostering collaboration and excellence.
HPTransformation Manager
Sep. 2009 - Aug. 2010GlobalI focused on assisting managers within a global account to enhance delivery performance by addressing relationship issues and restructuring processes for better outcomes. One significant achievement was revamping the delivery process for providing customers with new PCs in South Africa, which streamlined operations and significantly improved service delivery. As a result of these efforts, I achieved a remarkable turnaround in customer satisfaction, increasing the score from 2 to 4 on a 5-point scale within just one month for the IBERIA region.
HPGlobal Tower Lead Technology Services and Technology Management Solution
Jan. 2008 - May. 2009GlobalOversaw the delivery of hardware replacement for servers, storage, networks, and PCs, as well as PC desk-side support across over 100 countries for Ericsson sites worldwide. Established a clear structure and aligned common goals to ensure that the management team worked towards a unified vision, regardless of regional differences. Streamlined operations by reducing the extended management team from 27 to 21 employees while maintaining quality and resolution times.
* Achieved green SLOs for approximately 70,000 laptops and 7,000 servers, including mission-critical support for 140 critical servers and storage devices.
* Implemented a common steering model across all 100+ countries to enhance coordination and operational efficiency.
HPGlobal Account Manager Application Hosting
Jan. 2005 - Dec. 2008I held profit and loss responsibility for a diverse range of services, including application hosting with over 3,000 servers, mainframe services (4,000 MIPS), SAP hosting servers, infrastructure server operations (3,000 servers), storage operations (12 PB), security, and application management for 12 applications. In this role, I implemented service lifecycle management for all offerings, incorporating metrics to effectively measure customer satisfaction. Additionally, I acted as the transformation sponsor during the implementation phase of the rebid across approximately 70 countries, overseeing the Service Lead Tower for my areas.
HPGlobal Escalation Manager
Jan. 2004 - Dec. 2005GlobalI led a team of four dedicated resources to address and resolve critical global issues, ensuring support across Sweden, EMEA, the Americas, and APAC. By establishing a robust escalation process within the account, I earned recognition for having the best escalation process within HP Managed Services.
In response to a significant outage in Ericsson's global SAP system, I built and managed a larger team of 150 resources from HP, IBM, and SAP, successfully navigating the two-week crisis.
To tackle critical situations effectively, I managed escalations by creating temporary task forces that involved up to 150 resources from multiple companies, focusing on project recoveries and major system outages. Notably, I planned and executed a 4,000 man-hour project across 70+ countries within just ten days, demonstrating exceptional project management capabilities.
EricssonGlobal Product Manager
Jan. 2003 - Dec. 2004Product manager for operational support (WIH/Remedy systems EAI/MQ application integration) with a yearly turnaround of 80 MUSD. Also Responsible for the companiy pricing process.
EricssonBusiness Controller
Jan. 2001 - Dec. 2003Responsible for providing necessary help to the company’s product managers with financial controlling and follow-up.
Result:
• Established a global pricing process • Creation of a new functional product portfolio according to customer requirements in order to replace existing technology driven portfolio
• Implementation of product lifecycle models.
EricssonEricsson Coporate Traniee program
Jan. 2000 - Dec. 2001
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