Ing. Kristofer Öhman

- Responsible for enabling business agility i.e. scalability and change pace, through Tech. - Leading the strategic, scalable growth and failure resilience of our platform including coaching and managing our tribe of fifty individuals across engineering and operations. - Realize the product / system visions, lead according to what the data tells us; Identify and define problems, risks, and opportunities. - Develop operational plans to resolve, mitigate or exploit; Architect our environments.

- Responsible for driving the digital customer journey. - Leading the strategic, scalable growth and failure resilience of our platform including coaching and managing our tribe of eighty individuals across engineering and operations. - Realize the product visions, lead the development process and operations according to what the data tells us; Identify and define problems, risks, and opportunities. - Develop operational plans to resolve, mitigate or exploit; Architect our environments.

- Budget responsibility (1 MEUR) and collaborating with engineers, from Junior to Lead, divided over end-to-end responsible teams and part of the global PnP management group. - Responsible for how and why you must set meaningful and audacious goals along with connecting the dots between those goals and individual performance throughout the domain. - Habitually awarded for the most happy and engaged employees at Klarna.

- Responsible for driving future growth and navigation in the digital and transforming business landscape. - Leading us to prioritise making and doing over talking and planning, to become action biased, a clear focus on getting it done and getting the commitment culture into play. - Part of and leading a fantastic team of 12 senior a.k.a "The Best of the Best" consultants within cloud computing.

- Budget responsibility (6 MEUR), 25 direct reports under 3 line managers and part of the Nordic (IT) management group. - Improved service levels while at the same time reducing budget for three consecutive years (-15/-16/-17). - Lead the digital transformation of Aller Group into a flexible and agile organization in the age of networks and platforms so that we could accelerate our digital transformation with better quality.

- Budget responsibility (2 MEUR), 3 direct reports (9 indirect from UK & Benelux) and part of the Nordic management group. - Improved service levels while at the same time reducing budget for two consecutive years (-12/-13). - Put "Walkabouts", "Zone Aware" and "Sharing is Caring" into play, which resulted in improved project delivery and greater business alignment across the region.

Digital Transformation Strategy Leading in the Digital Age Designing for Experimentation to Enhance Digital Business Innovation Platform Strategy for Business Business Analytics for Data-Driven Decision Making