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(Opdateret 2023-04-20)Executive Coach, Trainer, and Mentor
Jakobstad, Finland
Modersmål English, Flydende Svenska
- Scaled Agile, Scrum, Flow, Kanban - 20+ years
- Successful Transformation Guide - 16 + years
- Documented results! - 25+ years
Kvalifikationer (51)
PMBOK
GOVERNANCE
Management Consulting
MENTOR
Flow Certified Coach
PMP CERTIFICATION
Organisationsförändring
Kanban
COACHING
MENTORING
PMI/PMP
LEADERSHIP COMMUNICATION
Portfolio Management
NOKIA
Change Management
Flow Certified Trainer
Scrum
PMI
PUBLISHER
PMO
FCC
BUSINESS DEVELOPMENT
Agile
PMP
BUSINESS CONSULTING
WORKFLOW
ORGANIZATIONAL DEVELOPMENT
BUDGET
ORGANIZATIONAL CHANGE
AUTOMOTIVE MANUFACTURING
Marketing
NEW BUSINESS DEVELOPMENT
Agility Health Facilitator
SALES FORECASTING
GATHER REQUIREMENTS
Scaled Agilist
OPERATIONS
BUDGETING
SALES SUPPORT
REBUILD
COMPANY SALES
TRANSLATOR
IMPORT/EXPORT
INTERNAL AUDIT
PETROCHEMICAL
BRIDGES
AUDIT
WELDING
REFINERY
DNA
PHARMACY
Professionel erfaring
EXECUTIVE AGILE COACH
KALLMAN AB
2019-12 - Nuværende
INDUSTRY Agile / Lean / Scrum / Flow ASSIGNMENT Flow Trainer, Coach & Mentor. Including Flow-based Agile & Scrum. Corona shut-down most in-class training and consulting assignments quite quickly during 2020.
Unified Vision Framework and Professional Scrum Master
Pricer Ab
2021-11 - 2022-07
Nov 2021 - July 2022 trained coached and mentored the Agile Coaches, teams, and leadership in how to combine the Flow Leadership Framework with their Agile development processes and methodologies.
TOOLS/TECHNIQUES. Using Flow, the Unified Vision Framework and Professional Scrum Master training, coaching, and mentoring with the teams; and, with clients.
RESULTS Moved the entire certification training for the Flow Leadership Framework and Mindset online (three professional certifications).
TOOLS/TECHNIQUES. Using Flow, the Unified Vision Framework and Professional Scrum Master training, coaching, and mentoring with the teams; and, with clients.
RESULTS Moved the entire certification training for the Flow Leadership Framework and Mindset online (three professional certifications).
EXECUTIVE AGILE COACH
TIBA LLC
2019-02 - 2019-12
INDUSTRY Manufacturing ASSIGNMENT Agile Proof of Concepts including Agile Programs with ZF (former TRW). Also worked with a senior management team that was using SAFe to smooth out the annual budgeting process.
TOOLS/TECHNIQUES. Using Tiba's PM 4.0 + Flow, the Unified Vision Framework and Professional Scrum Master training, coaching, and mentoring with the teams; and, with clients.
RESULTS One team produced 30 configurations in 3 months (would have taken six times longer using old methodologies - estimated savings to the company in the range of US$1.5 million / SEK 14 million).
TOOLS/TECHNIQUES. Using Tiba's PM 4.0 + Flow, the Unified Vision Framework and Professional Scrum Master training, coaching, and mentoring with the teams; and, with clients.
RESULTS One team produced 30 configurations in 3 months (would have taken six times longer using old methodologies - estimated savings to the company in the range of US$1.5 million / SEK 14 million).
EXECUTIVE AGILE COACH
DANDY PEOPLE
2018-08 - 2019-02
INDUSTRY Artificial Intelligence ASSIGNMENT Worked primarily with the Agile Reboot at 3 (the mobile operator).
TOOLS/TECHNIQUES. Used primarily Modern Agile + some scaled agile.
RESULTS Coached and mentored the project teams as well as the Product Owners and Agile Coaches forum.
TOOLS/TECHNIQUES. Used primarily Modern Agile + some scaled agile.
RESULTS Coached and mentored the project teams as well as the Product Owners and Agile Coaches forum.
EXECUTIVE AGILE COACH
SOFTRONIC
2017-09 - 2018-08
INDUSTRY Artificial Intelligence ASSIGNMENT Leading the organizations agile projects management, including training, coaching, and mentoring.
TOOLS/TECHNIQUES. Using Flow, the Unified Vision Framework and Professional Scrum Master training with the teams; and, with clients.
RESULTS Coached and mentored projects in Sweden at two customers.
TOOLS/TECHNIQUES. Using Flow, the Unified Vision Framework and Professional Scrum Master training with the teams; and, with clients.
RESULTS Coached and mentored projects in Sweden at two customers.
PORTFOLIO MANAGER, NORDICS
IPSOFT PROFESSIONAL SERVICES
2016-03 - 2017-08
INDUSTRY Artificial Intelligence ASSIGNMENT Leading the Nordic Agile project portfolio for Amelia projects.
TOOLS/TECHNIQUES. Using Flow, the Unified Vision Framework and Professional Scrum Master training with the teams to prioritize and successfully deliver consistent results at the Project, Program and Portfolio levels in the Nordics and Europe.
RESULTS Coached and mentored the collaborative Amelia pilot projects in England, Sweden and Norway. Led the team of consultants on a very successful management consulting assignment for a premier customer in Switzerland.
TOOLS/TECHNIQUES. Using Flow, the Unified Vision Framework and Professional Scrum Master training with the teams to prioritize and successfully deliver consistent results at the Project, Program and Portfolio levels in the Nordics and Europe.
RESULTS Coached and mentored the collaborative Amelia pilot projects in England, Sweden and Norway. Led the team of consultants on a very successful management consulting assignment for a premier customer in Switzerland.
FLOW TRAINER
KANBAN
2015-02 - 2016-03
INDUSTRY Gaming ASSIGNMENT Zitius is in the Fiber Network business. Andrew led several training sessions with the CTO and leadership team helping them focus on Agile Portfolio and Program management for Zitius.
TOOLS/TECHNIQUES. Used Flow and the Unified Vision Framework in many workshops, meetings, and one-on-one coaching with team members to gain agreement among the leadership team regarding which work to prioritize at the Program and Portfolio levels.
RESULTS Zitius is continuing its journey to Agile Governance using Flow as well as Agile workflows and processes.
TOOLS/TECHNIQUES. Used Flow and the Unified Vision Framework in many workshops, meetings, and one-on-one coaching with team members to gain agreement among the leadership team regarding which work to prioritize at the Program and Portfolio levels.
RESULTS Zitius is continuing its journey to Agile Governance using Flow as well as Agile workflows and processes.
TRAINER, AGILE EXPERT AND CHANGE MANAGEMENT LEADER
GENERA NETWORKS
2014-11 - 2015-02
INDUSTRY Gaming ASSIGNMENT Genera is a software vendor in the gaming industry. After a previous audit completed by Knowit, it was clear that the Kanban implementation would need additional support via training, workflow structuring along with setting-up the Kanban processes for both technology and business.
The Kanban training was customized for Genera's start-up and entrepreneurial organizational environment.
TOOLS/TECHNIQUES. Through defining the Kanban processes for Genera, is was possible to create a customized training, including workflows and tools.
RESULTS Genera launched the Kanban processes and received a well-balanced methodology that supports its workflows and agile processes.
The Kanban training was customized for Genera's start-up and entrepreneurial organizational environment.
TOOLS/TECHNIQUES. Through defining the Kanban processes for Genera, is was possible to create a customized training, including workflows and tools.
RESULTS Genera launched the Kanban processes and received a well-balanced methodology that supports its workflows and agile processes.
AGILE EXPERT AND ENTERPRISE COACH
ONSTAR
2013-08 - 2014-02
BRANCH Automotive manufacturing ASSIGNMENT Andrew was brought in on this assignment to help clarify a chaotic and time-driven environment with our team of Agile Coaches that were already on-site with the customer. OnStar's Project Portfolio Management was distributed among multiple groups with no single end-to-end view from which the leadership could make decisions. He cooperated with the Executives to produce the Portfolio Roadmap needed to enable Agile at the team level, including helping the leadership see how much of the roadmap could be completed with the team members and resources that were available for each program and project.
Andrew's collaborative style and leadership communication skills enabled him to gain agreement from all key stakeholders up and down the organization and with each other. New channels had to be created to be able to make it possible to carry out assignments in an agile manner.
TOOLS/TECHNIQUES The key tool used by Andrew was from the Unified Vision Framework (UVF) was the walk-about workshop (in very slow motion using an iterative development of the "big picture" during a five-week iteration). The walk-about workshop is collaborating with key stakeholders to develop a unified view of the portfolios, programs, and projects underway and whether the organization has the resources to carry out the plans at all levels. Used the Unified Vision Framework (UVF) as the primary tool to do the Agile Portfolio set-up.
RESULTS AND VALUE-ADD He created the first Portfolio view across all 19 platforms (first time client had that view). Our coaches could reduce the time to gather requirements by 75%. Enterprise Agile coaching for Executive team members involved in the transformation from a legacy Waterfall environment to an Agile culture.
Andrew's collaborative style and leadership communication skills enabled him to gain agreement from all key stakeholders up and down the organization and with each other. New channels had to be created to be able to make it possible to carry out assignments in an agile manner.
TOOLS/TECHNIQUES The key tool used by Andrew was from the Unified Vision Framework (UVF) was the walk-about workshop (in very slow motion using an iterative development of the "big picture" during a five-week iteration). The walk-about workshop is collaborating with key stakeholders to develop a unified view of the portfolios, programs, and projects underway and whether the organization has the resources to carry out the plans at all levels. Used the Unified Vision Framework (UVF) as the primary tool to do the Agile Portfolio set-up.
RESULTS AND VALUE-ADD He created the first Portfolio view across all 19 platforms (first time client had that view). Our coaches could reduce the time to gather requirements by 75%. Enterprise Agile coaching for Executive team members involved in the transformation from a legacy Waterfall environment to an Agile culture.
PORTFOLIO MANAGER
NATURE PUBL. GROUP
2011-01 - 2013-08
BRANCH Publisher of Nature Magazine (the number one scientific journal) and over 100 other Science, Technology and Medicine Journals as well as Scientific American (motsvarar Vetenskapens Värld) ASSIGNMENT Nature originally had a PMO, but the person leading it got promoted and no one was selected to backfill the role. After a couple of years of not having a PMO, the pain level reached the point where the CTO and COO decided that they needed to rebuild the function. At the same time, they wanted to have the organization go through a Waterfall to Agile transformation. Andrew was brought in to recreate the Portfolio and PMO management for Nature and to implement the waterfall to agile transformation, including the enterprise governance for the transition.
TOOLS/TECHNIQUES Cultural change management and the vision for change are usually underestimated by a factor of 10 and Andrew communicated to the CTO and COO that the roadmap for the transformation would be five to seven years, under normal circumstances. However, by using the UVF as the primary tool to do the Agile Portfolio and PMO set-up Andrew could compress five years of work into 2.5 years.
RESULTS AND VALUE-ADD Over 250 team members were trained, coached, and mentored by Andrew in NPG Agile (created by the Portfolio Manager) resulting in an over 100% increase in project completion velocity in less than 2.5 years.
In the beginning of 2011, the project completion velocity was 60 medium-sized projects per year. As of
TOOLS/TECHNIQUES Cultural change management and the vision for change are usually underestimated by a factor of 10 and Andrew communicated to the CTO and COO that the roadmap for the transformation would be five to seven years, under normal circumstances. However, by using the UVF as the primary tool to do the Agile Portfolio and PMO set-up Andrew could compress five years of work into 2.5 years.
RESULTS AND VALUE-ADD Over 250 team members were trained, coached, and mentored by Andrew in NPG Agile (created by the Portfolio Manager) resulting in an over 100% increase in project completion velocity in less than 2.5 years.
In the beginning of 2011, the project completion velocity was 60 medium-sized projects per year. As of
PORTFOLIO MANAGER
Nature Publishing Group
2013-07 - 2013-07
July 2013, the project completion velocity was 124 medium-sized projects per year without increasing the size of the teams. This is particularly significant since this was achieved while taking the organization through a Waterfall to Agile transformation.
Over 150 projects (out of 250 total) in the project portfolio were eliminated, saving the company millions of dollars of investment cost avoidance. $25+ million annual budget P&L support and project reporting for the CTO/Board. Cost avoidance for 2013 was $25 million and $10 million for 2012 (total RESULTS for this around $35 million).
CTO
Howard R
2011-01 - 2013-01
"One of Andrew's strengths is in organizational development. He helped create a powerful way for us to do program management in an agile fashion that has changed the way we manage projects from the board level down to the project level it has been amazi ng to watch how the language has changed at almost every level in the organization while (Andrew) has helped us lead this transition.
Where we are now as compared to a couple of years ago is an improvement and we are clearly on the right path moving toward Agile. He is also a thought leader in the Agile Community of Practice and has been active in Agile NYC, PMI NYC, and NY Spin to build bridges among the various project management communities and is a good ambassador for Agile/Scrum.
As the teams come up the learning curve, he is sensitive to the issues that arise and works in a collaborative manner with the ATG members and the teams to reach agreement and uses NPG Agile as the tool to reach a unified vision. Because of his consulting background he is able to step back and take an external view on what's best for NPG without necessarily getting caught-up in internal politics." GREG K.
CEO/Executive Director - worked with Greg back in 2010 "Andrew and his brother Ted just did a training for our executive staff. It was the best investment all year for our organization! The principles they teach are very practical, useful and will be easy to implement. Expert, Good Value, Creative they did a superb job of conveying the critical issues of Project Management. You'll get serious take-aways to use immediately in your field of service. Just 24 hours after this event we began implementing parts of their materials that will make us more focused and efficient. Whatever your industry, their coaching style will add great value to your goals!" Keith F., MBA Director of Internet Operations - worked with Keith from 1980's - present "I learned more about leading people and projects from Andrew in one day than I learned during my entire MBA program. This was awesome." Published Author Andrew is the co-author of the following books: ● Flow: Get Everyone Moving in the Right Direction And Loving It ● The Nehemiah Effect: Ancient Wisdom from the World's First Agile Projects Assignments Organizational Change Management and Project Portfolio Management Leader
Where we are now as compared to a couple of years ago is an improvement and we are clearly on the right path moving toward Agile. He is also a thought leader in the Agile Community of Practice and has been active in Agile NYC, PMI NYC, and NY Spin to build bridges among the various project management communities and is a good ambassador for Agile/Scrum.
As the teams come up the learning curve, he is sensitive to the issues that arise and works in a collaborative manner with the ATG members and the teams to reach agreement and uses NPG Agile as the tool to reach a unified vision. Because of his consulting background he is able to step back and take an external view on what's best for NPG without necessarily getting caught-up in internal politics." GREG K.
CEO/Executive Director - worked with Greg back in 2010 "Andrew and his brother Ted just did a training for our executive staff. It was the best investment all year for our organization! The principles they teach are very practical, useful and will be easy to implement. Expert, Good Value, Creative they did a superb job of conveying the critical issues of Project Management. You'll get serious take-aways to use immediately in your field of service. Just 24 hours after this event we began implementing parts of their materials that will make us more focused and efficient. Whatever your industry, their coaching style will add great value to your goals!" Keith F., MBA Director of Internet Operations - worked with Keith from 1980's - present "I learned more about leading people and projects from Andrew in one day than I learned during my entire MBA program. This was awesome." Published Author Andrew is the co-author of the following books: ● Flow: Get Everyone Moving in the Right Direction And Loving It ● The Nehemiah Effect: Ancient Wisdom from the World's First Agile Projects Assignments Organizational Change Management and Project Portfolio Management Leader
SENIOR CONSULTANT AND TRAINER
IIL
2008-08 - 2010-12
BRANCH Project Management Training and Consulting ASSIGNMENT During this time frame, Andrew led the training, education and coaching of the customer's teams on how to transition from waterfall to Agile for key customers like Nokia, Nokia Siemens Networks, Deutsche Bank, Citibank, AIG, Volvo and Boston Consulting Group. Also, he led and facilitated PMP Certification 5-day boot camps simultaneously for all these organizations (except BCG), which included touch points along the way to help monitor the progress of the customer's transformations.
TOOLS/TECHNIQUES IIL's training materials, UVF training materials, PMBOK 3, PMBOK 4 RESULTS AND VALUE-ADD The students that attended Andrew's training courses had one of the highest ever success rates, 92%, for students passing the PMP Certification Examination, first time through the test (a grueling 4-hour test). The industry average at that time was as low as 60% for some training companies.
Business Development, Customer Management Leader
TOOLS/TECHNIQUES IIL's training materials, UVF training materials, PMBOK 3, PMBOK 4 RESULTS AND VALUE-ADD The students that attended Andrew's training courses had one of the highest ever success rates, 92%, for students passing the PMP Certification Examination, first time through the test (a grueling 4-hour test). The industry average at that time was as low as 60% for some training companies.
Business Development, Customer Management Leader
PMO MANAGER
FRUUGO
2007-07 - 2008-08
BRANCH ecommerce ASSIGNMENT This was a chaotic start-up environment with half of the teams using traditional waterfall and the other half using Scrum. Andrew set-up the PMO from scratch as well as overseeing the Waterfall to Agile Transformation for Fruugo. This included training (along with an external CST) for the teams that were waterfall as part of the transformation of the organization to Agile TOOLS/TECHNIQUES UVF, External CSM training by a CST from the US.
RESULTS He structured the PMO to govern both Traditional and Agile projects (first time client had a complete overview of all 120+ team member's activities/tasks). Coached all the internal teams on how to transition from Waterfall to Agile. Included responsibility for a €20+ million annual budget P&L support and project reporting for the CEO/Board.
RESULTS He structured the PMO to govern both Traditional and Agile projects (first time client had a complete overview of all 120+ team member's activities/tasks). Coached all the internal teams on how to transition from Waterfall to Agile. Included responsibility for a €20+ million annual budget P&L support and project reporting for the CEO/Board.
PROJECT / PROGRAM MANAGER
NSN
2006-06 - 2007-07
BRANCH Telecoms and Network Manufacturer ASSIGNMENT Andrew set-up the Integration Program Management for Infrastructure, including helping the two organizations determine which software for the remote access protocols would be used
PROJECT / PROGRAM MANAGER
Nokia's RAP was chosen over Siemens
2005-05 - 2006-06
(Nokia's RAP was chosen over Siemens).
TOOLS/TECHNIQUES PMI / UVF RESULTS AND VALUE-ADD Organized the PMO for the Integration of Infrastructure between Nokia and Siemens.
PROJECT / PROGRAM MANAGER, NOKIA, ESPOO, FINLAND MAY-05 JUN-06 BRANCH Telecom ASSIGNMENT Project and Program Management for Technology Teams TOOLS/TECHNIQUES PMI / UVF RESULTS AND VALUE-ADD Successfully led and implemented projects/programs that previously had struggled to achieve the desired results (on-time, on-scope and on-budget).
Project Management Leader
TOOLS/TECHNIQUES PMI / UVF RESULTS AND VALUE-ADD Organized the PMO for the Integration of Infrastructure between Nokia and Siemens.
PROJECT / PROGRAM MANAGER, NOKIA, ESPOO, FINLAND MAY-05 JUN-06 BRANCH Telecom ASSIGNMENT Project and Program Management for Technology Teams TOOLS/TECHNIQUES PMI / UVF RESULTS AND VALUE-ADD Successfully led and implemented projects/programs that previously had struggled to achieve the desired results (on-time, on-scope and on-budget).
Project Management Leader
SENIOR CONSULTANT
RESULTS AND VALUE-ADD
2002-01 - 2005-01
BRANCH Network Monitoring and Petrochemical Packaging (2 clients) ASSIGNMENT New Business Development and Account Management TOOLS/TECHNIQUES UVF RESULTS AND VALUE-ADD Andrew led the business development efforts that captured several new US customers for both Finnish-based clients (most are still customers for both more than a decade later).
COO, EXECUTIVE-FOR-HIRE
DNA FINLAND
2001-01 - 2002-01
BRANCH Mobile Telecoms Operator ASSIGNMENT Andrew was tasked with building up the PMO from the ground up and running multiple divisions (IT, PMO and Marketing). He started with 3 consultants at DNA and two years and 16 consultants later DNA asked to hire the top 5 consultants, including Andrew, on a temporary basis to get DNA launched since they were behind schedule when he and his team arrived. He got them back on track to launch, almost on the original, planned date. The Finnish market with close to 80% saturation, was the most saturated market in the world at that time.
TOOLS/TECHNIQUES UVF (Unified Vision Framework) licensed to DNA Finland RESULTS AND VALUE-ADD Andrew's marketing team created the strategy that enabled DNA to capture more than 16% of the Finnish mobile market in less than two years (moving them to the 3rd largest mobile operator in Finland).
No other 4th entrant to a mobile market had ever captured more than 7% of the market, anywhere, regardless of how long they had been in business. DNA was among the first companies in the world to offer unlimited talk and text with a generous level of Internet access included.
In addition, developed recommended solutions and then guided the IT department toward savings of more than US$ 4 million for fiscal year 2001, without reducing deliverables or sacrificing quality of service. Negotiated an agreement structure with a vendor for DNA that created an additional US$ 3 million in cost avoidance.
TOOLS/TECHNIQUES UVF (Unified Vision Framework) licensed to DNA Finland RESULTS AND VALUE-ADD Andrew's marketing team created the strategy that enabled DNA to capture more than 16% of the Finnish mobile market in less than two years (moving them to the 3rd largest mobile operator in Finland).
No other 4th entrant to a mobile market had ever captured more than 7% of the market, anywhere, regardless of how long they had been in business. DNA was among the first companies in the world to offer unlimited talk and text with a generous level of Internet access included.
In addition, developed recommended solutions and then guided the IT department toward savings of more than US$ 4 million for fiscal year 2001, without reducing deliverables or sacrificing quality of service. Negotiated an agreement structure with a vendor for DNA that created an additional US$ 3 million in cost avoidance.
CONSULTING PRACTICE LEADER
EDGECOM
1999-01 - 2001-01
BRANCH Management Consulting ASSIGNMENT Head of Practice for both the CRM and Program Management consulting areas TOOLS/TECHNIQUES UVF licensed to edgecom RESULTS AND VALUE-ADD Upsold over SEK 20 million (more than US $2 million at that time) in CRM, PMO and Program Management services & products to edgecom's clients in less than 2 years.
As part of a brand repositioning project for a major Asian mobile operator identified US $5 million in savings for the Customer Care - CRM department during a major brand launch in the areas of smart card integration, migration planning and OSS
As part of a brand repositioning project for a major Asian mobile operator identified US $5 million in savings for the Customer Care - CRM department during a major brand launch in the areas of smart card integration, migration planning and OSS
CONSULTANT
Anderson Consulting
1995-01 - 1999-01
BRANCH Steelcase was at that time was the world's largest office systems and furniture manufacturer in the world with 20,000 employees. I was working with the Sales (700+ people) and Sales Support teams (70+ people) on a global scale.
ASSIGNMENT Andrew was added to the team to help launch a project that had failed to be implemented to the sales force by some of the top consulting companies at that time, including Anderson Consulting (now called Accenture), etc. Andrew's role was to be a super user (i.e., Product Owner) acting as the translator between the business and sales teams and the development team.
TOOLS/TECHNIQUES UVF licensed to client, Steelcase, and this project was the starting point of what we now call the Unified Vision Framework. The UVF was so successful launching this tool to the sales force that we did a retrospective on what we had done well to achieve the outstanding and remarkable results RESULTS AND VALUE-ADD This project achieved results that returned over US $29 million net/net to the bottom line in the first 12 months after successful launch (per the company's own internal audit).
This was the equivalent to having increased company sales by US $300+ million. Converted over 70% of the sales force to using the CRM/SFA tool (unprecedented for that time). For one of the divisions, conceived and directed the development and implementation of a 30-60-90-day sales forecasting software tool that contributed to that division's 50% increase in sales (est. US$ 12 million) in the first year after implementation.
Program Management Leader (PMO)
ASSIGNMENT Andrew was added to the team to help launch a project that had failed to be implemented to the sales force by some of the top consulting companies at that time, including Anderson Consulting (now called Accenture), etc. Andrew's role was to be a super user (i.e., Product Owner) acting as the translator between the business and sales teams and the development team.
TOOLS/TECHNIQUES UVF licensed to client, Steelcase, and this project was the starting point of what we now call the Unified Vision Framework. The UVF was so successful launching this tool to the sales force that we did a retrospective on what we had done well to achieve the outstanding and remarkable results RESULTS AND VALUE-ADD This project achieved results that returned over US $29 million net/net to the bottom line in the first 12 months after successful launch (per the company's own internal audit).
This was the equivalent to having increased company sales by US $300+ million. Converted over 70% of the sales force to using the CRM/SFA tool (unprecedented for that time). For one of the divisions, conceived and directed the development and implementation of a 30-60-90-day sales forecasting software tool that contributed to that division's 50% increase in sales (est. US$ 12 million) in the first year after implementation.
Program Management Leader (PMO)
VARIOUS ROLES BOTH IN SCANDINAVIA AND THE USA
FMCG, Insurance, International Marketing
1983-01 - 1995-01
Import/Export, Finance, Automotive and Automotive Aftermarket, University-level Education ASSIGNMENT Various leadership roles from Manager up through Vice President TOOLS/TECHNIQUES n/a RESULTS AND VALUE-ADD FMCG: First company, ever, to introduce Aloe Vera to the Scandinavian health food and pharmacy market segments (brand & distribution later sold to Tamro in Finland).
Automotive Aftermarket: Installed safety grooves (Turvaura/TuGrooves) on over 250,000 fleet vehicles in the US.
Automotive Aftermarket: Installed safety grooves (Turvaura/TuGrooves) on over 250,000 fleet vehicles in the US.
Akademisk baggrund
BBA
Cornerstone University
1980-01 - 1983-05
MBA
Grand Valley State University
1993-01 - 1993-12
Certificeringer
TOOLS/TECHNIQUES UVF (Unified Vision Framework) licensed to DNA Finland
Flow-based Agile & Scrum Flow Certified Professional
TOOLS/TECHNIQUES UVF licensed to edgecom
Flow Certified Trainer
Flow Certified Coach
Certified Trainer
Certified Coach
FCT & FCP
COURSES TAUGHT
CSP-SM
PMP 2006
CSM 2008
FCC
AHF
PMP
FCP