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(Päivitetty 2020-04-09)Executive / Enterprise Agile Coach
Finland
Äidinkieli English, Sujuva Svenska, Aloittelija Finnish
- Flow Leadership Framework
- Digitalization
- Transformation
Taidot (45)
FINANCIAL PROJECT MANAGEMENT
Flow
PMI/PMP
PMO
PUBLISHER
FORECASTING
PROGRAM MANAGEMENT
ORGANIZATIONAL CHANGE
Programme Management
ORGANIZATIONAL DEVELOPMENT
Change Management
DNA
Kanban
GOVERNANCE
MENTORING
Portfolio Management
PMP
COACHING
PMP CERTIFICATION
LEADERSHIP COMMUNICATION
NOKIA
Author
MENTOR
TRANSLATOR
PMBOK
INTEGRATOR
GATHER REQUIREMENTS
AUTOMOTIVE MANUFACTURING
REBUILD
INTEGRATION
PMI
BUDGETING
OPERATIONS
SALES FORECASTING
IMPORT/EXPORT
NEW BUSINESS DEVELOPMENT
SALES SUPPORT
BUDGET
ECOMMERCE
BUSINESS DEVELOPMENT
COMPANY SALES
PHARMACY
REFINERY
PETROCHEMICAL
WELDING
Työkokemus
EXECUTIVE AGILE COACH
TIBA LLC
2019-02 - Nykyhetki
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).
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).
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.
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.
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.
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.
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.
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.
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.
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.
KANBAN 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.
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.
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.
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.
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
under estimated 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 a 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 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).
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
under estimated 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 a 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 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
Customer References
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 amazing 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 managing 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
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 amazing 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 managing 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
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
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.
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.
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 (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.
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 (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
2005-05 - 2006-06
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
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
BRANCH Network Monitoring and Petrochemical Packaging
2002-01 - 2005-01
(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).
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.
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.
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
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
CONSULTANT
BRANCH Steelcase
1995-01 - 1999-01
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)
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)
VARIOUS ROLES BOTH IN SCANDINAVIA AND THE USA
BRANCH 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.
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.
Koulutus
BBA
1999-01 - 2024-10
Sertifikaatit
TOOLS/TECHNIQUES UVF (Unified Vision Framework) licensed to DNA Finland
TOOLS/TECHNIQUES UVF licensed to edgecom
PMP
Certified Trainer
FCP
Flow Certified Professional
METHODOLOGIES Strategy
SA • Flow • Portfolio, Program and Project
AHF • SAFe Agilist leadership
FCT • Big Room Planning
Coaching & Mentoring TOOLS
CSP-SM • Scrum, Agile, Kanban, XP • Flow / Unified Vision Framework
CSM • PMBOK (UVF)
Andrew Kallman ½ +46.70.881.3085 ½ Stockholm ½ Sweden ½