Transformation, IT operations and second opinion

Sometimes you don't need a new CIO, but someone who can get an initiative moving again, bring operations under control or give management an independent view. I combine leadership with technical depth to see quickly what is really happening – and what needs to be done.

Book a 30-minute call · dotun@jetsky.se

Typical situations

  • A development project has dragged on without delivering
  • IT operations are unstable and incidents are affecting the business
  • Supplier contracts need renegotiating, re-tendering or outsourcing
  • The business model is changing and technology has to follow
  • The board or owners want a second opinion before a major decision

What I do

  • A rapid assessment of delivery, organisation and architecture
  • A new delivery model: product ownership, DevOps and clear priorities
  • ITIL-based operations: incident, problem, change and reporting
  • RFI/RFP, procurement, outsourcing and supplier management
  • Data platforms, integrations and automation (RPA and low-code)
  • An independent assessment and recommendation to management or the board

Format

  • Type: Defined assignment or advisory
  • Duration: From a second opinion in a few weeks to a longer transformation
  • Outcome: Clear recommendations – and delivery if you want it

Experience

At Best Transport a driver app reached about 750 drivers within six months – after roughly 30 months of earlier development. At RNB I led two major procurement and outsourcing programmes for a retail group with about 250 stores.

Related case studies

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

RNB Retail and Brands: Modernisation and procurement for 250 stores

250 stores in five countries, modernised and re-sourced

A retail group with about 250 stores, 1,100 employees, e-commerce and franchise operations in five countries, plus production in Japan. The IT organisation had up to 20 internal staff and up to 50 including consultants.

What I did

  • Led two major RFI/RFP and outsourcing programmes covering datacentres, networks, workplaces, point of sale and payments
  • Selected and onboarded Iver and IP-Only as key suppliers
  • Modernised store environments with contactless and mobile payment terminals and redundant connectivity
  • Owned infrastructure in the transition to Dynamics 365

Results

  • About SEK 20 million in annual infrastructure budget under control
  • Managed workplace at a fixed monthly cost – more predictable and less complex

Dooris (now Early Bird): From idea to launch of a national parcel platform

Idea → launch with Adlibris and Apotea as customers

A strategic initiative from Bonnier News and Schibsted to create a competing national parcel platform within newspaper-based distribution.

What I did

  • Built a greenfield platform on GCP and AWS with API integrations and CI/CD
  • Integrated e-commerce platforms and shipping systems such as Unifaun, Consignor, Webshipper and Ingrid
  • Led consultants and a development team in Poland, then recruited a permanent team
  • Defined the product architecture, delivery model and multi-year technology roadmap

Results

  • From idea and MVP to launch with customers such as Adlibris and Apotea
  • The service later became part of Early Bird