• Jan 2019 - Present

• Jan 2015 - Dec 2018

Mastered as a Business Development Manager in Solved. Effectively I continue doing marketing and sales by traditional means (creating materials, meeting clients, making phone calls, making tenders, responding RFQs, running the general processes of procurement, etc.) as well as by promoting our products and offering on-line.In addition, I'm also developing new types of expert services as the R&D manager of Solved's digital service solved.fi. We offer expert services as packetised on-line advisory services with a monthly subscription fee. Our vision is to make finding required experts easy and economical, when at the same time the contracting and invoicing is convenient. On the other front, we provide solved.fi platform as a white label branded entity for any organisation, network or community to benefit from. The motivation here is to provide a ready-made platform (as a service) to organisations that need a platform, but want to focus on creating their own value-add rather than developing of a platform.While doing the above, I have been managing a diversified row of client projects. I have managed projects, where on-line services with sustainability agenda have been developed utilising state-of-the-art service design tools and processes. Such services are e.g. one with codename Snowball (energy efficiency) and a nordic project called Nordic Renovation Center. Other projects have included several fields of development of business and economy of Smart Cities , for example; Smart City concepts, smart constructions, sustainable renovation, tourism, food production, bio-waste utilisation, waste management, bio-refineries and procurement processes.The typical projects I'm managing are combination of old world and new. There is a lot of work being done with the project teams and clients face-to-face. In addition, project teams from different locations and time-zones work on-line following a design thinking process facilitated by me. Show less

Project Portfolio Manager

• May 2014 - Dec 2014

Worked as an IT Services and Projects Cost Portfolio Manager for Product Creation Capability Unit in Microsoft MPS IT. Responsible for R&D tools service cost and project cost portfolio management. Developed IT Service and IT Project cost portfolio management tooling and processes. Managed the transition of these practices from Nokia to Microsoft, when Microsoft acquired Nokia Devices business. Managed the practices on daily, weekly and monthly basis also by personally performing many of the cost portfolio management routines. Helped the transition of Finance and Control from Nokia to Microsoft. Keywords; Portfolio Management, Portfolio Manager, Project Cost Portfolio Management, Project Cost Portfolio Manager, IT Services Portfolio, strategic importance, transition, Nokia, Microsoft, SAP, ERP. Show less

Senior Portfolio Manager, Supplier Manager

• Jan 2012 - Apr 2014

Mastered the IT service cost and IT project cost Portfolio Management as the portfolio manager for Product Creation Capability Unit in Nokia IT organization. Responsible for R&D IT tools and services cost portfolio and R&D IT tools development cost portfolio management. Lead the project as a project manager, where we developed Service and Project cost portfolio management tools and processes. Organized the roll-out of the tools and processes into a global organization of 6 R&D sites. Lead the implementation of those practices on daily, weekly and monthly basis. I worked together with the Finance and Control (F&C) to synchronize the planning of cost portfolio with the Enterprise Resource Planning (ERP) tool (SAP/R3). In addition to Portfolio Manager responsibilities, I worked as the Contract Manager and Supplier Interface Manager, the major supplier being Tata Consultancy Services (TCS). I delivered first-rate contracts on our behalf from the early drafting to signing. I systematically executed the monthly contract review and cost approval process. We had fixed-price contracts and time-and-material based contracts in effect at the same time. I also facilitated the monthly Key Process Indicator (KPI) process and Service Level Agreement (SLA) reviews with the particular vendor. Keywords; Portfolio Manager, Project Manager, Contract Management, Vendor Management, Procurement Management, Key Process Indicator, KPI, Service Level Agreement, SLA, SAP, ERP, fixed-price, time-and-material. Show less

Controller, Finance and Control

• Jan 2011 - Dec 2011

After the previous assignment I managed to convince the F&C team in Nokia about my capability to step up to a controller position with little earlier experience and without formal education. The motivation to start in this position was that I wanted to work in financial accounting building on my earlier experience on management accounting. I lead a global F&C function of a smart phones product family as the product family R&D controller and as the R&D site controller in Oulu. During these months Nokia was losing its market share rapidly in smart phones, and was in the transition from Symbian to Microsoft operating system for smart phones. First Microsoft OS phone (Lumia) had not yet come and revenue from Symbian smart phones decreased every month. This all put a huge pressure not only on the R&D but especially on the F&C function, as we gave sales estimates in a very uncertain environment had to identify savings opportunities in daily operations. I personally took over the controller tasks with a very short learning period and performed my duties without any hick-ups. I managed to keep the financials in control, even when every month was worse than earlier estimated. I acted as the interface between the R&D and the F&C. I got a grip of the numerous F&C tools during the first few weeks in the position. Most important tool in use was SAP/R3, yet it was supported by a number of MS excel based tools, that were home-grown. The success of Nokia smart-phones business during the months of 2011 was far from good, but personally I was able to learn my new role very quickly and work together with the F&C community and the R&D teams to their satisfaction. I even developed some process improvements that helped other controllers work as well. The year was a difficult one, yet an educating experience, and I’m sure it will benefit my future organizations as I am better equipped to work in R&D – and with this experience I can consider myself to be an F&C professional as well. Show less

Senior Manager, Pipeline & Portfolio Management

• Jan 2008 - Dec 2010

During these years we lived through number of organization changes. However, I managed to carry the development and implementation of a cost portfolio management and pipeline management practice through them, often under the fear layoffs. I lead a team as the Head of Capacity Planning – first in S60 SW and later in Symbian smart-phones. We developed, rolled-out and maintained a solution portal (partly MS excel) for capacity/resource planning, pipeline management and cost portfolio management. We hence were able to plot the investment history (reported actuals), bottom-up plans and simulated future scenarios as an overlay. There was a full picture of where the money had gone and what resources had been working on – combined with present plans and simulations of scenarios for optional investment in the future. This all covered close-to ten R&D locations, dozens of products and several product families. This was the first time something like this was in use in Nokia, and considering especially the organization changes it was very much due to my perseverance that this kind of practice – which takes a long time to put in place – was eventually there. I was the project manager of the development activities with the main responsibility of the planning and tracking of the implementation and the roll-out. This was all done in iterative and agile manner. I also acted as the product owner for our product planning e.g. the 2-weekly development sprints. I not only managed the development of the tool-set, but I also created analyses based on the data with nicely illustrated plans and scenarios in support for decision making. I promoted this new practice of management accounting in Nokia – and I was on my part able to bring this new practice to be part of the portfolio level decision making process. Any organization who has difficult and long-lasting projects - even if managed through agile methods - or large process improvements to make, would benefit from my competences. Show less

• Nov 2005 - Dec 2007

An interesting two years. Nokia started to use S60 / Symbian UI platform for phones of lower price tiers in the business unit (Mobile Phones) responsible for mid- and low-price devices, typically designed with S40 and S30 platforms. The need was to ease the transition of Nokia device users from low-end phones to S60 phones. To make the S60 platform to look familiar and to smoothen the transition, there was the need to differentiate the products from other S60 products. For this to happen, my teams responsibility was to modify/differentiate the S60 platform offering and either develop or outsource differentiating applications/functionality on top of S60 platform offering. In this effort I had a small team to lead and manage. We worked together with the product programs to identify their differentiation needs for each product. We planned the desired changes and new functionality, generated the requirement specifications ourselves or had them done by external vendors - and made contracts and ordered the SW functionality from the vendors. We delivered the SW to the product programs, who then integrated the new functionality into product SW. My responsibility was to be the line manager and project manager for my team. We had many product programs to be responsible for, yet a very small team. This meant that all of us wore several hats, and I as the team manager also got my hands dirty. Together with my team I was able to make a real difference. The SW that was designed and delivered by us made it possible for Mobile Phones to make many different product concepts; twist, fold, mono-block etc. We were able to deliver real differentiators like a navigation application, not a commonality those days. It was a really good experience to lead a small team, work as a member of a small team and have ones hands in real work. I’m ready to take on a big challenge even under-resourced as I’m confident that with a focused effort even a small team can deliver. Show less

• Jan 2005 - Oct 2005

This was the final phase of Series 90 SW Platform. The decision had been made to discontinue the development of the platform. At the same time it had been decided that the SW has to be finalized to a certain point, frozen there and Nokia 7710 device has to be brought to the markets. This happened. Additionally, during this final year some new functionality was added to the platform, e.g. further support for Chinese operator requirements and portrait UI for some applications. Some new platform SW releases were made. With the decision of discontinuing the development of the platform most of the people in our organization were moved to other projects in Nokia. What remained left was a smaller SW team of Nokia managers and external vendors as designers – and I chose to continue leading that team. We worked together with the 7710 product program and were responsible for the UI Design, SW Development, SW integration and make of releases. I planned and managed the work of the vendors, ran the product requirement and change request processes, chaired the Incident Review Board for prioritizing errors to be corrected and continued to down-size the team. As the work became less and less, there was an opportunity to release people to new projects. Eventually the final release was made. Show less

• Jan 2002 - Dec 2004

During the three years I worked in different managerial roles in developing S90 SW platform based on Symbian OS. S90 had its roots in EPOC by Psion, yet eventually was a SW platform developed very much from scratch on three R&D sites. S90 was the first touch UI meant for mobile phones and at in its time supplemented Nokia’s offering side-by-side with S60. I lead the development activities on one of the sites leading a 3-level organization. We designed UI interaction, graphics and iconography - established portions of the SW architecture – and designed, tested, integrated and released working SW. As a line manager I managed a project & program based organization with several types of professionals in my team; UI Designers, SW architects, SW integrators and SW designers. My work also contained project planning and managing the work of these professionals. Eventually we released two major releases of S90; 1.0 and 2.0. Meanwhile, two commercial products were co-developed utilizing S90 SW; Nokia 7700 and Nokia 7710, yet only 7710 was eventually released for sales. The major achievements were the two releases from a new SW platform and the two products offering a wide variety of traditional *phone* functionalities and a set of new – with a totally new UI paradigm. Co-development of a new SW platform together with number products (there were others in the plans than the two mentioned) and changing portfolio priorities challenged us many times, yet we delivered. Under my responsibility there were several teams in-house. In addition we worked together with several vendors not all co-located. S90 organization itself was a multi-site and multi-national. The management challenge was big. I’m well equipped for a similar challenge of multi-x program or project for developing a SW product or an embedded system. Show less

System Project Manager

• Jan 1998 - Dec 2001

Worked as a System Project Manager in the first Nokia WCDMA Base Station Development Program. My responsibilities were - Resourcing of the Project - Line/People Management - Planning, scheduling and managing the responsibilities/tasks agreed for System Project; mainly the system requirement specification and integration and verification of the product - Participating and contributing to the decision making at the Technical Management (TMT) and Program Management Teams (PMT) of the Program - Providing centralized communication methods for the whole program through creation of program intranet pages - not commonplace those days - Organizing Change Management in whole Program - Organizing Fault Management in whole Program - Financial Planning of the System Project; budgets, Short Term Planning and Long Term Planning Show less

• Jan 1996 - Dec 1997

Worked as a Technology Manager (CA Manager, Line Manager) for the Software Technology Center of Nokia Mobile Phones Americas Inc. in the R&D center of San Diego, USA. My responsibilities were- Resource allocation/sharing for the product development programs- SW resources competence development- Budgeting- Recruiting of SW professional- initiation of new projects- contributing/participating in the R&D centers management board

• Jun 1994 - Dec 1995

A System Engineer in a CDMA research group of Nokia Telecommunications Inc. in San Diego, USA. My responsibilities were contributing and participating in the IS-95 -CDMA standards development in the Nokia team, creating own design documents for Nokia’s solution of the IS-95 infrastructure, participating in the evaluation of IS-95 technology vs. other technologies, coordinating competitor patent analysis work in the area of CDMA patents and creating own patent applications for the IS-95 standard.

• Aug 1991 - May 1994

Worked as a Base Station Sub-system (BSS) and Base Station (BTS) customer technical support engineer for Nokia Telecommunications. Personally responsible for: Vodafone UK, Cell-net UK, Telecom Finland, Telecom Sweden, SFR France. My responsibilities were technical support in tendering phase, after sales services, installation and commissioning support in customer projects and troubleshooting on customers installation sites in the integration phase of the customers’ network. Worked also as BSS System Specialist for Nokia Telecommunications in Oulu, Finland. I contributed as the Base Station Controller (BSC) and transmission equipment expert in BSS integration and verification phase, when the Nokia second generation BTS was being integrated to the other network elements of GSM BSS Show less

• Feb 1990 - Jul 1991

The assignment was 2-phase. Worked first as a Base Station Controller (BSC) software specialist for Nokia Cellular Systems at BTM Alcatel in Antwerp, Belgium. I contributed to the development and integration testing of ECR900 consortium GSM Base-Station sub-system (BSS). Then worked as a BSC Expert for Nokia Telecommunications in Huntingdon, UK. My responsibilities were BSC support and system integration for the 1st generation GSM BSS integration & verification.

SW Designer, Thesis Worker

• Mar 1987 - Jan 1990

First worked as a thesis worker. Did my thesis as SW Designer for Nokia Mobile Phones at the Research & Development Center in Oulu, Finland. The thesis was an expert system for SW configuration management and SW release packaging. Then worked as a software designer for Nokia Mobile Phones at the Research & Development Center in Oulu, Finland. My work included software development and field testing for mobile phones for different cellular standards; NMT, TACS, C-Netz First worked as a thesis worker. Did my thesis as SW Designer for Nokia Mobile Phones at the Research & Development Center in Oulu, Finland. The thesis was an expert system for SW configuration management and SW release packaging. Then worked as a software designer for Nokia Mobile Phones at the Research & Development Center in Oulu, Finland. My work included software development and field testing for mobile phones for different cellular standards; NMT, TACS, C-Netz