IPMA C certification
ADKAR method, Kotter method
Maconomy, IFS, Navision, CGC
I support regularily clients with various smaller och larger efforts required for them to build their capabilities for the future such as software selection, IT governance, due diligence, change management and maturity analysis. Further I coach our consultants in their roles with clients.
I initiated and managed a team of 30 team members in a 41 country IFS roll-out program covered about 17000 employees. Program runs over multiple years. Big focus to merge ways of working between the two companies ÅF and Pöyry during the program.
ÅF aquired Pöyry so my task was to merge the two companies vision for the future ERP and create a momentum for change on the topic. Afry’s Business principles were created in the process.
Executed ERP&Friends readiness methodolgy to build a common understanding of the future and initiated the change process. Developed ÅFs vision, business targets and initial business proposition in collaboration with the group management team.
I ran the Sweco project team implementing Maconomy across the group but left after country number 4 was rolled-out. Sweco had a multi-year roll-out plan with substantial change impacts attached. Serious performance improvement ambitions were attached to the porgram.
I took over a task force with the assignment to merge the global ERP vision for Sweco and its acquisition Grontmij. We created Sweco’s Business Principles which are still used as a driver for change.
Implementation of the groups new finance model, manage the finance area team within the ERP project, secure the go-live of the solution and test through the entire solution, ensure the transition from CC accounting to POC accounting was understood and implemented.
Took over a failing ERP project covering 3 Nordic countries and 6000 employees. Brought it back on track. Considerable vendor challenges to handle along side clients own project team which had never done an ERP change. A lot of management turn-over during the project made it even more challenging. Quite a journey!
I lead the team developing the joint Ways of Working for Skanska’s US Civil business covering 17 states, 9 companies and 4000 employees. We also moved the companies to the same ERP and set up two shared services, one east coast and one west coast.
I managed a finance function of about 15 employees. We ran 5 manufacturing plants for precast concrete elements for buildings as well as prefab wooden residential buildings for Swedish/Norwegian market.
Management and development of global incentive plans and pension plans. Participation in various development initiatives such as “Strategy for industrialized construction” among others.
Managed a team controlling the financial risk profile of Skanska and the pension fund management of employee pensions.
Software company that delivered advisory solutions to banks and fund managers. I managed a team of developers that developed financial optimization models.
I was a member of team deciding how to invest all pension savers money across the globe.