IT leadership for businesses in transition
Interim CIO · Fractional CIO · M&A and carve-outs
I help owners, CEOs and boards when technology has to be separated, rebuilt, integrated, scaled or redirected – while the business keeps running every day.
Available immediately
Book a 30-minute call · dotun@jetsky.se
Selected results
- 3 months from a terminated IT services agreement to independent IT for a 1,400-employee business (Carve-out, Premo)
- 6 months from 30 months of delay to an app in use by 750 drivers (Turnaround, Best Transport)
- 99.95% average system availability in critical overnight distribution to more than one million households (IT operations, Premo)
When to bring in Jetsky
- Your head of IT leaves or is missing – You need someone to take ownership of IT immediately, keep the business stable and prepare a long-term solution.
- Acquisition, divestment or carve-out – IT has to be assessed, integrated or separated – without disrupting customers or operations.
- An initiative has stalled – A development project or platform is not delivering, and nobody can quite explain why.
- The business is changing – A new business model, growth or cost pressure calls for a new technology direction and clear priorities.
- Operations and suppliers need control – Unstable operations, unclear contracts or suppliers that are not delivering what you pay for.
- The board wants an independent view – A second opinion on strategy, an investment or the IT organisation before the decision is made.
Services
I take responsibility for IT for a defined period – after a resignation, during a transformation or in a crisis – and hand over in good order.
Experienced part-time IT leadership for companies that need a CIO's perspective but not a full-time role.
IT due diligence, integration after an acquisition and separation in a divestment – without the business stopping.
Get a stalled initiative moving again, bring operations and suppliers under control, or get an independent assessment.
Selected assignments
Premo: Independent IT in three months after a carve-out
3 months to independent IT after a carve-out
Premo delivers newspapers and parcels overnight to more than one million households, with about 1,400 employees. After Bonnier News and Schibsted bought the company back from Bring Citymail, the IT services agreement (TSA) was terminated – with three months to replace everything.
What I did
- Moved more than 30 production-critical systems on IBM, Linux and Windows
- Established a new operating model and supplier structure, including Iver and Bonnier News IT
- Secured networks, workplaces, contracts and continuity plans for critical overnight distribution
- Built an IT organisation for operations, security and data across about 40 offices and terminals
Results
- Independent IT estate within three months
- Overnight delivery to more than one million households continued
- 99.95% average system availability in some years
Best Transport: One technology function – and a delayed app in production within six months
6 months to launch after 30 months of delay
Best Transport is a private equity-owned Nordic last-mile group operating in Sweden, Norway and Denmark. After the acquisition of CityFlow there were separate IT and development teams, and a driver app had been in development for about 30 months.
What I did
- Unified IT operations and development (Best Labs) into one technology function
- Introduced product ownership, DevOps, portfolio governance and business testing
- Professionalised IT operations with ITIL-based processes and monthly reporting
- Assessed the acquired TMS platform and built an investment case of about SEK 30 million
- Redirected to standard platforms when the investment no longer fitted the owners' phase and exit logic
- Restructured the IT organisation while protecting continuity
Results
- Driver app in production with about 750 drivers within six months
- Responsible for an annual IT budget of about SEK 30 million across three countries
- Recruited the IT Service Manager who later succeeded to the CIO role
Premo: From newspaper distribution to parcel logistics
4 → 8% share of revenue from parcels
Newspaper volumes were falling by 10–13% a year. Premo needed to build a new parcel business – using the same overnight distribution network.
What I did
- Led the technology roadmap for parcel logistics and set requirements for key system suppliers
- Built integrations with e-retailers and shipping platforms such as nShift, Unifaun, Consignor and Webshipper
- Built an Azure-based data platform with Power BI for management and decision support
- Automated HR, customer service and administrative processes with RPA and low-code
- Led the IT/OT workstream for a new terminal designed for about 50,000 parcels a day
- Set up Premo Labs to test new last-mile and returns services
Results
- Parcels' share of revenue grew from about 4% to about 8%
- Data-driven management of a geographically spread operation
Approach
Understand
Conversations with management, the business, IT and suppliers. An honest picture of the situation, the risks and what actually works.
Stabilise
Secure operations, deliveries and decisions that cannot wait. Clear ownership and a fixed follow-up rhythm.
Set direction
A prioritised plan that management and the board stand behind – linked to business goals, budget and risk.
Deliver and hand over
The plan is delivered together with the organisation and handed over to a permanent solution when the time is right.
Industries
Logistics, transport and last mile
Transport management systems, route optimisation, terminals, driver apps and overnight distribution.
Retail and e-commerce
Store technology, point of sale and payments, e-commerce integrations and franchise.
Media and distribution
Critical distribution where delivery has to work every single night.
Frontline-heavy operations
Companies with many people in the field, where digital tools and automation make the biggest difference.
Behind Jetsky
I can discuss investment, risk and business value with a board – and then work directly with architects, developers and operations to understand what is really happening.
Jetsky was founded by Dotun Ogunkanmi, former Group CIO at Best Transport and CIO at Premo. 22 years in IT, more than ten of them on executive teams accountable to the CEO, board and owners.
Frequently asked questions
What is the difference between an interim CIO and a fractional CIO?
An interim CIO steps into the role full-time or part-time for a defined period, often 3–12 months, and takes full responsibility. A fractional CIO is ongoing part-time support – from a few hours a month – for companies that need experienced IT leadership but not a full-time hire.
What kinds of companies do you work with?
All kinds – from startups and founder-led businesses to family-owned companies, groups and investor-owned businesses. What the assignments have in common is a business going through change, where IT is business-critical.
Which industries do you know?
Mainly logistics, transport and last mile, retail and e-commerce, and media and distribution. My experience with carve-outs, integrations, operations and supplier management carries over to most business-critical companies.
Do you take assignments in Norway and Denmark?
Yes. As Group CIO I led IT for a group operating in Sweden, Norway and Denmark. I work in Swedish and English and fully understand Norwegian and Danish.
How quickly can you start?
I am available immediately. Book a call and we will go through your needs and timeline.
What does it cost?
It depends on the format. Fractional assignments are normally priced as a fixed monthly fee, and interim and project assignments per day or hour. You receive a clear proposal after the first call.