Helsinki, Uusimaa, Finland
Twenty-five years in technology teaches you things textbooks miss. The most expensive mistakes in transformation aren't technical. They happen to people, to customers, to the trust that took years to build — while everyone's attention is on the technology. I've watched this up close. In cybersecurity at F-Secure. In IoT product development at Innofactor, building from zero to commercial. In partnerships and client growth at Futurice, working in Germany and Finland. In cross-timezone programme management at CUJO AI. Same pattern, different industries: move fast, automate boldly, lose something important quietly. That's what I work on now. I'm available for remote engagements across the EU. Fractional project management for software and innovation programmes. Agile and lean coaching — the kind that actually changes how teams work, not just how they talk about it. And something I care about a lot: helping organisations understand what technology change is quietly costing them in customer loyalty and team performance, before it shows in the numbers. Short projects or longer fractional partnerships — both work. If you're navigating a technology transformation and want a straight-talking partner who's been on all sides of the table, I'd love to connect. Based in Helsinki. Available remotely across the EU.
Senior Program Manager, PMO Brought in to introduce organizational structure and strengthen delivery alignment in a fast-scaling AI cybersecurity company. Designed and implemented program governance frameworks to improve visibility of cross-functional priorities, dependencies and decision-making across engineering, product, sales and leadership. Worked directly with leadership and team leads to establish more outcome-focused ways of working, shifting emphasis from activity-based execution toward impact and delivery clarity. Acted as a connector across functions, aligning perspectives between technical teams and executive stakeholders to reduce friction and improve decision flow. This experience reinforced the importance of ensuring that transformation roles are supported by clear authority, leadership sponsorship and aligned expectations, rather than relying solely on informal influence.
Due to change negotiations in the company my job ended abruptly.
Redefined and scaled the organization’s partnership operating model across multiple cloud ecosystems. Member of the Finnish Technology Leadership Team, responsible for redefining how the organization approached strategic partnerships as part of its growth and capability strategy. Transformed a fragmented, relationship-driven partnership model into a structured, organization-wide capability by establishing cross-functional collaboration frameworks across sales, delivery and technology teams. Led the development of operating models for partner ecosystems (AWS, Microsoft, GCP, Snowflake, Salesforce), enabling coordinated co-sell, capability development and go-to-market alignment. Drove organization-wide alignment around shared capability goals, resulting in: • Microsoft Partner of the Year Award (App Modernization & Innovation, Finland 2021) • Microsoft Azure Advanced Specialization achieved within 6 months These outcomes required changing how teams worked together across functions, not just improving individual partner relationships. Built internal mechanisms for scaling partnerships, including training models, partner onboarding (“auditions”) and cross-team collaboration structures to support sustainable growth.
Defined and implemented a multi-program operating model in a complex client transformation. Led a cross-functional transformation engagement for a major German enterprise client, with full ownership of both the commercial relationship and delivery program. Brought in to establish structure and alignment in a complex, multi-stream environment, building on an existing delivery setup and scaling it into a coordinated multi-program model across four concurrent innovation projects. Built and led a multidisciplinary team of 18 (engineering, design, Scrum Master), expanding from an initial core team and reinforcing established ways of working while scaling them to additional teams. Defined and implemented the full transformation cycle: • Initial diagnosis of organizational and delivery challenges • Team structure and ownership model • Scaling and reinforcing ways-of-working across teams • Governance design, execution and capability transfer to the client Worked closely with client leadership to align expectations, scope and delivery approach, ensuring clarity of ownership and sustainable ways of working beyond the engagement. Result: Scaled key account revenue from €2M to €5M while establishing a structured, multi-program delivery model supporting continued growth.
Founded a new business area from zero, transforming an established technology company’s approach to IoT and connected solutions. Built a partner ecosystem of 10+ organisations within 18 months by designing new collaboration models and commercial frameworks. Sparked organisational conversations about digital transformation at customer sites — IoT engagements regularly evolved into broader change dialogues. Attended events and seminars regularly as a speaker. Built IoT business from 0 to €200k revenue Achieved profitability within 12 months https://blog.innofactor.com/en/platforms/5-ways-to-fail-successfully-in-iot-assuming-to-be-the-expert https://youtu.be/ooM7z_X4zD0?si=EfTxip2OnOerKokS
Idea to Service is a new way of innovating new business concepts for Lindström. As the project manager for the ITS project, my first assignment was to implement agile service design processes in the company. Now the processes are in place, new services are developed through ideation, piloting and conceptualizing phases. So far, I have been leading several projects and programs with customer businesses, involving RFID technology and IoT. The first new digital service for the company is called Flowability (was Smart Washroom). First version of the service was developed in co-operation with Posterfy. The second version is co-developed with Haltian. With the service we can help facility owners improve their customer experience. We can also help cleaning services optimize their work. We have conducted two separate studies at Jumbo, a shopping centre in Finland with over 10 M customers / year and sales of over 400 M€ / year, where we were able to increase customer satisfaction significantly, as well as recommendation rates and reduce walking distance of cleaning services by over 23%.