Jan-Olof Svedman

Supporting with Pre-studies, Implementations, upgrades, Post follow up & support.

Focusing on Microsoft Dynamics 365 F&O. Headed projects from pre-studies, implementations to post follow up and improvements. Assisting in pre-sales and supporting in upgrades and support cases was also included in tasks performed.

Management Consultant & Business Process Management (BPM) Performance and Optimization of processes On short term basis, often sub-contracted, working as an interim business leader, CFO or equivalent. But also, as a direct support to executive management in organizations, assisting in evaluation, analyzing & improving various processes of business. Last held sub-contracted Interim CFO/IT contract migrated into an employment in May 2012 where I still hold an employment. I was however during fall 2013 asked to focus on a business critical project for the group. Driving the implementation process of a new ERP system, from current different out-of-date ERP systems to a new modern ERP system also offering vital Intercompany features. Microsoft Dynamics AX 2012 R3 was the choice which now has been launched into production mode.

The company was until February 2009 owned by Irish Fexco Ltd where after it was acquired by global Western Union Company. Over the past few years, the business has shown an annual substantial growth with very good earnings. I was recruited October 2006 to structure and improve the efficiency of administration, improve the financial planning/reporting and control. Office, being a Nordic shared service center, serving all 4 Nordic countries. After being acquired by Western Union Company all administrative support to Nordic market was moved to other Global Shared Service Offices. One of them being in Vilnius, Lithuania. The Nordic Shared Financial HQ in Sweden was closed spring 2011.

During an intense reorganization phase of global DUNI I was hired on consultancy basis as the Nordic Finance Manager and Nordic Coordinator at the new European Shared Service Center in Poznan, Poland. During the transition period it was my responsibility, as the Nordic Financial Manager, to maintain the daily operational financial processes like internal and external reporting, AR- and AP processes until the they were moved and implemented fully in the new shared service center in Poznan.

Privately owned Management Consulting Business originally established 1987 to support other companies. During the stated period January 2004 until September 2006, I was fully employed within the company. Largest client being Duni AB as acting Financial Manager & Nordic Coordinator at Shared Service Center in Poznan, Poland. Other clients during over years have been mostly with small- & mid-size companies on a limited time scale.

Business established 2002 to work closely with ORANGE Sweden AB to build their Mobile 3 G Network in Sweden. Recruited as many as 35-40 telecom consultants of different nationalities and qualifications. Very quick growth until Orange/French Telecom suddenly, December 2003, decided to withdraw from the market. My main responsibility within Setelcom was to form and organize the operations in Sweden including financial-, administrative-, personnel- and IT activities. All group reporting were performed in English and in accordance with the IFRS rules and regulations. (emplyoment continuing on consultancy basis 2004)

Business: Communicaton solutions, preferably wireless. Main headquarters Malmö, Sweden with subs in Denmark, Norway, Finland and Estonia. Responsibilities included financial-, administrative-, personnel and IT activities. External and internal reporting, financial planning, logistics, personnel, administration, and data- & IT activities for the company were also parts of my responsibilities. All group reporting in accordance with the IFRS rules and regulations. I was a member of the executive management committee and assigned co-opted board member. The company was acquired by DORO AB and my position as group CFO was not needed after the merger was completed.

Business; supplying fashion- & sportswear to major stores and chain stores in Scandinavia. Responsibilities included financial issues, as well as, administrative-, logistics, personal- and IT activities. Supporting Managing Director in the company’s sales- and marketing activities. Member of the management committee and assigned co-opted board member.

Business: commercial services/subs. of global ISS AS / Denmark registered at the Danish Stock exchange and NYSEC. Recruited as CFO when ISS decided to enter the Swedish market in 1989. I was heavily involved in acquisitions the following three years when the ISS Sweden grew from 0 to 1,8 billion SEK in turnover. All financial planning and reporting were in English according to the US GAAP/IFRS rules. I was a member of the executive management committee and co-opted board member.