I often step into projects where a lot is already in motion and many interests need to be aligned. In healthcare, in government agencies and in other essential public services. My job is to create structure, calm and momentum.
I help organisations plan, coordinate and carry out change where stable operations and clear communication are essential.
I help organisations create structure, make well-grounded decisions and hold the whole together over time.
I plan and lead go-lives with a focus on buy-in, clarity and a controlled rollout.
When a project has lost direction or a serious incident has hit, I help analyse the situation, rebuild momentum and regain control.
I help clients set clear expectations of suppliers, follow up on deliveries and make sure the project reaches its goals.
I'm glad to share what I've learned. My training builds on real projects, practical examples and open discussion.
Technical project manager for several migration projects to the payroll systems Palasso and Primula and the e-commerce system Visma Proceedo — for several different government agencies. Base installation, migration, configuration and integration with the client's finance system, directory service and single sign-on.
Upgrading the finance system and migrating central data, with changes across some thirty IT systems. My role: build the plan, get buy-in from everyone involved and hold together the more than 50 people working through the go-live days.
Led the system delivery of national security services for healthcare's medical records systems — a fixed-price commitment of around 30,000 development hours with about 25 people on the supplier side. Responsible for delivery, staffing and governance towards the client.
Project manager for the development of Husqvarna's apps for connected products, including Automower Connect with around 300,000 users. Agile teams of 12–15 people, iOS, Android and AWS.
Organisations I've worked with
Structure that creates calm. Clear plans, roles and decision paths early — not for the sake of bureaucracy, but so everyone knows where they stand when it gets rough.
Straight talk. The steering committee gets decision materials with options, not problems. And bad news comes early, not late.
No ego. I've been both a developer and a project manager, on the supplier side and the client side. That makes it easier to understand everyone around the table.
Methods and certifications
I take on engagements with government agencies, regions and companies — as project manager, deployment manager, service manager or adviser.
