Managementkonsult

Co Lab is a Management Consulting firm that provides advice and interim support to growth and tech companies, private equity firms and startups.

- Working with startup Njorda on positioning, market communication and go-to-market plans.
- Advicing PE firm Monterro.

In March 2018 Itiviti acquired Ullink, creating a combined company with ~1000 staff and ~200 MEUR revenue. I was responsible for the post-merger integration program covering all company departments and functions, reporting to the CEO.

Main achievements:
- Successfully closed post merger Integration project ahead of plans (in 12 m)
- Managed Value Creation Plan delivering overall synergies ahead of plan
- Developed combined strategy in cooperation with CEO and Chief Product Officer
- Developed new branding and messaging in cooperation with Chief Marketing Officer

Itiviti was created from the merger of Orc Group and Ctec Group. I had profit and loss responsibility for the merged Americas business (~20 MUSD revenue) including Business Development, Sales, Consultancy Services and Customer Services with a team of ~30 staff, reporting to the Chief Operating Officer.

Main achievements:
Business
- Turned around the business by refocusing sales and marketing efforts towards long term relevant market segments and strategic clients resulting in new tier 1 accounts.

- Migrated customer base from legacy to future technology platform improving up-sale
opportunities

- Rebalanced revenue from segments and accounts with high churn rate to strategic, sticky
accounts.

- Developed a new business area (FX trading), growing account to Itiviti's top 1 account globally.

Operations, organization & people

- Created one integrated organization and implemented unified operational processes

- Improved morale and engagement by clarifying vision, goals and expectations

- Cut low performance staff

- Rebuilt the Customer Services team with new manager and new staff. Introduced data driven, analytical approach improving resolution time and customer satisfaction.

- Revamped Marketing efforts with a new hire and strategically significant efforts

- Integrated local legal and finance staff into the business, improving financial performance and customer agreement negotiations.

In Dec 2014, Orc Group acquired Tbricks. I was responsible for the Tbricks post-merger integration program covering all company functions, reporting to the CEO.

Main achievements:
- Defined new organization and company processes
- Delivered cost synergies according to plan
- Successfully completed integration program on time (6 m)

Responsible for Orc Group's global Engineering team with ~80 staff, reporting to the CEO.

Main achievement:
- Increased delivery of committed engineering projects from 50% to 90%, dramatically improving new and up-sale capabilities.

In 2012, Nordic Capital (PE firm) acquired and de-listed Orc Group. I was responsible for Strategy, Product Management and Marketing with ~20 staff, reporting to the CEO.

Main achievements:
- Developed a new company strategy
- Defined and executed on new product roadmap according to new strategy
- Developed roadmap commitment management processes. As a result, the company increased Engineering capacity spent on strategic roadmap development from <20% to 60%
- Developed and coordinated global go-to-market plans together with Sales
- Launched new messaging and branding based on the new strategy
- Developed and executed M&A strategy which resulted in the Tbricks acquisition in December 2014

I was responsible for the development and maintenance of Orc Group's global product portfolio with ~15 staff.

Main achievements:
- Introduced new operating model clarifying cross-department responsibilities between Product Management, Engineering and Sales

- Commercialized Product Management by introducing new, market facing roles and structured communication and improved cooperation with Sales

- Took new products to market that became best-sellers during 2010-2014 

Responsible for Customer Services and Sales Engineering with ~15 staff. During the first 6 months I was also acting President.

In 2000 Orc Software opened a US office as part of its international expansion. I split my time between managing the office, our accounts and hiring new staff. As account manager, my main achievement was signing a deal with a key account worth USD 1m on an annual basis.

In 2000, Research & Trade was listed on the Stockholm exchange and changed name to Orc Software. My team consisted of ~10 staff members.

I provided application, quantitative and technical support to our customers.