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Stefan Berg's Experience:
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VP Connected Consumer Solutions at Electrolux
October 2014 - Present | StockholmBuilding an agile organisation and global platform to deliver exceptional consumer experiences of connected appliances and services.
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VP Technology and Operations at Electrolux IT
October 2014 - September 2016In this role I operate on a global basis to direct the enterprise-wide IT infrastructure strategy, operations and delivery of services. I'm a member of the global IT Leadership Team. Key responsibilities include the operation of the global data centers, global networks, telecoms, security, compliance, disaster recovery and service management. In addition to ongoing support and Infrastructure projects, I have a key role in supporting services to customers, consumers and the significant portfolio of business-initiated projects including connected appliances, mobility and global ERP. Being a member of the Electrolux IT Leadership Team I am also responsible for the end user computing and the IT service desks, technology lifecycle and new opportunities, relationships with key partners for outsourced services, software asset management and infrastructure licensing. The IT Operations organization with 240 employees is represented in 35 countries with multiple global data centers and off shore operations and delivery from Delhi, India.
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CIO at Com Hem AB
August 2009 - August 2014Part of executive management team, reporting to CEO. Responsible for aligning the corporate business plan with the Development, Maintenance, and Operation of our business critical IT solutions, including customer facing services such as our web site and apps. Have been involved in M&A and the introduction of TiVo in Sweden. This CIO position, in which I was reporting to the CEO, was all about transforming our IS/IT organization to deliver the best possible value to our customers, our business and our shareholders. Together with my excellent team I have improved business alignment, agility, time to market and established a new level of innovation. By 2014 we delivered almost ten times more per invested dollar and lead times were reduced by >75% compared to 2009. IT cost was reduced despite increasing investments. Our dedication to applying the principles of Lean and agile resulted in a highly business driven IT organization. We improved our core value flows and delivered real value in close collaboration with our customers and core business of the company. The change we went through has been recognized by others and has generated frequent external visitors studying our ways. I also did frequent talks on Lean and IT at seminars on the topic. The IT organization of Com Hem at this time keep about 230 FTE's busy every day with a high degree of consultants and vendors. International experience was acquired thanks to relations to international partners and offshoring to India.
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Regional Manager Stockholm at Strand Interconnect
October 2007 - August 2009Manager of the Stockholm business and consultants at Strand Interconnect, a public consultancy and systems integrator with 100+ employees. Part of executive management team reporting to CEO. Focus on management, sales, Key Account Management and delivery responsibility for Intranet, BI, BPM, web application solutions for large corporation customers.
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Regional Manager Stockholm at Strand Interconnect
October 2007 - August 2009Manager of the Stockholm business and consultants at Strand Interconnect, a public consultancy and systems integrator with 100+ employees. Part of executive management team reporting to CEO. Focus on growth, sales, M&A, Key Account Management and delivery responsibility for Intranet, BI, BPM, web application solutions for large corporation customers.
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Business Area Manager at Cybercom Group
April 2007 - September 2007Same job as previous - but new company name. auSystems was aquired by Cybercom Group in april 2007.
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Business Area Manager at Cybercom Group
April 2007 - September 2007Same job as previous - but new company name. auSystems was aquired by Cybercom Group in april 2007.
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Business Area Manager at auSystems
January 2007 - April 2007Description: Establishment and Management of the new business area "Content Management" with an aggressive growth plan. Part of executive management and reported to CEO. Responsibilities: Business development, strategies, development of offerings, partner management, recruitment, budget responsibility. Results: I established the new business area, developed business plan, recruited the right staff.
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Business Unit Manager at auSystems
October 2006 - December 2006General note: Same job as previous - new company name. Teleca decided to separate a Teleca division under the new name "auSystems".
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Business Unit Manager at Teleca
January 2005 - October 2006Description: Manager of a business unit of consultants with sales and delivery responsibilities alongside with partner management for product platform partners in the Enterprise Content Manangement domain. Responsibilities: Responsible for a department of 35 consultants in terms of budget, utilization, competencies, personal development, recruitment. Budget responsibility for about EUR4M turnover. Solution sales and delivery with key account responsibility. Results: Successful department management in terms of both budget and employee satisfaction. Still one of the most successful in enterprise content management sales. Established new partnerships. New revenues bases upon partner products. Exceeded budget goals in terms of profit by 250% during 2005.
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Consultant Unit Manager / Sales / Partner Manager at Teleca AU-System AB
January 2001 - December 2004General Note: AU-System was aquired by Teleca, and the group company I worked for changed name from AU-System to Teleca AU-System during the transition to just "Teleca". Description: Managing a team of consultants while still selling CMS solutions and being key account manager and partner manager for product platform partners. Responsibilities: Responsible for a team of 10-25 consultants in terms of budget, allocation, competencies, personal development, recruitment. Also making cut-downs as the whole industry was on it's knees. I was also responsible for the development of a Java based CMS platform. Solution sales and delivery with key account responsibility. Results: Successful team management in terms of both budget and employee satisfaction. One of the most successful in content management sales. Established new partnerships. Made good revenues selling licenses for the CMS platform we created.
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Project Manager at AU-System
September 1998 - December 2000Description: Project management combined with sales and pre-sales which also resulted in key account management. Most projects within (Web) Content Mangement. Responsibilities: Delivering complex projects on time, budget and with high quality. Project and resource planning, project manangement, reporting, sales and pre sales support, key account management. Results: Several successful project deliveries of varying size. Typical project size was 3-10 participants delivering web based solutions on Microsoft or Java platforms.
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CTO at Svenska InternetCentralen
December 1995 - September 1998Description of role: Responsible for the design and implementation of the technical infrastructure of a new ISP uitilizing the ISDN digital network to connect SME:s to the Internet. Responsibilities: Technical design and implementation of network infrastructure, technical sales support, setup of new customers, maintenance, tech lead for 2-3 network administrators. Results: A scalable, secure and reliable infrastructure which was used for a long period of time after I left the company. I left the company when we made the transition from establishment to maintenance mode.