Niclas Cullberg

My KPI is simple: my clients’ revenue should increase because I was involved. I work at the intersection of marketing, sales and IT, the place where most digital initiatives slow down, not because of technology, but because organizations don’t operate around the customer. I help companies move from digital activity to commercial impact. That typically means: • Aligning customer journeys across departments • Identifying customer & product journey automation opportunities and frameworks • Turning customer data into usable decisions • Making commerce platforms support the business (not the other way around) • Preparing organizations for AI-driven buying behavior I facilitate workshops with leadership teams, define operating models, and translate business goals into practical actions — whether the topic is D2C expansion, B2B self-service, personalization, or lifecycle marketing. Most companies already have the tools. If they don’t, I help them navigate platform and architecture choices based on business needs — not vendor preferences. If they do, I stay involved to ensure Vaimo delivers solutions that actually work in daily operations, not just at go-live. Digital transformation rarely fails because of software. It fails in the handover between strategy and execution. My role is to bridge that gap. At Vaimo we work with brands that want digital to stop being a project and start being a revenue engine. If your organization has traffic but not conversion, data but not activation, or AI initiatives but no clear starting point — we should probably talk.

Translating the business development needs and collaborating with IT services and suppliers to make the most out of the opportunities that lays ahead of us in the development plan. In the crossroads of business and technology towards full commercial landscape with strategic initiatives. Key Achievements: • E-commerce Platform Development Exhibitions & tradeshows: Business transformation lead for the new e-commerce platform (B2C, B2B, B2E), actively participating & driving parts of the RFI-RFP-RFQ procurement process and pre-study, culminating in the selection of a M.A.C.H solution: Content stack Headless CMS, Commerce tools E-commerce engine, Digizuite DAM and a PIM. • New Commercial and Customer Journey Strategy Hotel: Together with the Commercial Management Team we created commercial strategy, delivering workshops and presentations to C-level executives. • Operational Model Implementation Hotel: Introduced a new operational model, integrating tools and skills essential for leveraging technologies as part of the Commercial Strategy. • E-commerce & customer journey platform development Hotel: Business transformation lead for the new e-commerce platform (B2C), actively participating and driving parts of the RFI-RFP-RFQ procurement process and pre-study, of a CRS Central reservation system to consolidate the distribution. And a new E-commers engine and CRM/Marketing Automation toolset, all from Allora SHR. All connected to OPERA cloud PMS system. • E-commerce & customer insights development Hotel: Together with E-com developed and delivered updated dashboards for big TV in office screens with KPIs that enabled data driven operations. • Customer experience feedback development Hotel: Implemented an updated Loopon survey framework for getting customer feedback on reason to visit, party composition, an swell as what other sites the visited. All to give Sales and Marketing a 360 view of customers, to enable content and lead generation tactics to be customer centric.

As Head of group Digital Experience and Omni Channel in Stenaline’s Group Travel management team I was both Digital lead and Marketing lead, responsible for the teams that's handling all our digital interactions and insights along the customer journey, from Acquisition to retention. My team was a hybrid team of IT development, Marketeers, digital specialists, and analysts and UX/UI designers. Customer built to make a cross channel data driven organization that spans the entire customer journey. Key achievements: • New website across all markets, including translations. • New assets management system. Implemented CDP, Customer Data Platform, Adobe Experience platform. • New Personalization tools and processes • New cookie consent management • Customer journey analytics • Voice of the customer strategy and roadmap Read LinkedIn article for more https://www.linkedin.com/in/niclas-cullberg-39354520/recent-activity/posts/

As Head of group Marketing and Omni Channel in Stenaline’s Transformation management team, I was Digital and Marketing lead for the team that's handling both our travel customer B2C and our Freight B2B side, and the marketing automation and Retention on the B2C customer side, both on group level. Key achievements: • New customer analytics Business intelligence, with Microsoft Azure and PowerBI • Updated loyalty program for B2C, and new loyalty management in Dynamics 365. • Replaced B2C marketing automation with Adobe Campaign standard -2019 New web analytics tool implementation (Adobe Analytics) • Implemented a DMP, data management platform for smarter Paid ads and Audience management. • Implemented Hootsuite social media management. New One Company marketing automation strategy and implementation.

As Head of Omni Channel and Retention in Stenaline’s Transformation management team, I'm digital & marketing lead for the team that's handling our Marketing automation, Loyalty, CRM and our internal "PLUTO - Big data" platform. Our goal is to enable all our markets to get the most out of the new digital possibilities in one CRM system and make sure we are customer focused in our approach. Stena Line currently has 34 vessels, on 22 routs and transports over 7 million passengers each year. - Stena Line's clear vision is "Stena Line will be the world’s first fully automated and customer focused digital ferry company, transformed from Sea-business to E-business " At the heart of our transformation is PLUTO, our Big data platform on Azure witch will l enable us to have predictive analytics with AI capabilities in the near future. Digital transformation is key at Stena Line and my team is responsible for the CRM program as well as leading cross functional team development from both commercial side and IT development. Key focus areas are: Leading development and implementing new work process and a new Omni Channel customer focused way of thinking. Our clear target is to enable fully automated 1:1 marketing with machine learning, asset management and integrated marketing and omni channel tools in the full customer journey. Our individual local market positions is our strenght, so we need to enable local marketing tactics in a global automated enviroment. This is the challenge that drives me now :-) Missionstatement: Stena Lines' digital transformation has started. The PLUTO analytics Big Data concept is at the heart of our evolution. By enabling us to understand what the customers would like to have and the possibility for all parts of our organisation to use these insights, we can take actions across the board, and automate many basic functions, to free our resources to focus on adding value for our customers.

As a Global Omni Channel Manager within the group Travel marketing team i'm responsible for enabling our markets to get the most out of the new digital possibilities in one GDPR compliant CRM system and make sure we are customer focused in our approach. Product owner - CRM & Loyalty for group travel, custom built Microsoft dynamics365 for in Stena Line: Product owner - Click dimensions Marketing automation tool for group travel, custom built in Microsoft dynamics365 for in Stena Line: Product owner - Customer insights BI , customer built Azure dataware house processing and CDP: Product owner - Microsoft Power PI 365 RM & Loyalty for group travel, custom built Microsoft dynamics365 for in Stena Line: Digital transformation is key at Stena Line and I'm responsible for the marketing automation & CRM program as well as leading cross functional team development from both commercial side and IT development. Key focus areas are: Leading development and implementing new work process and a new Omni Channel customer focused way of thinking. Taking on the roles as both mastermind and ambassador for our CRM program. Setting the structure and implement marketing Automation and create Omni channel customer engagement. Coordinating different markets within the Stena Line group, so they can share best practice and use Big Data findings to get the competitive advantage.

As a member of the extended management team I’m responsible for development of our business strategies, and all development in our franchise Sporting goods concept. Keeping on track on our business plan-. Digital development is high on my list of responsibilities, Coordinating All digital channels, Desktop, Mobile, tablet, as well as social media and CRM by managing and coordinating our Webb- and CRM-departments actions. Product owner - PIM & Assortment planing tool T.I.P.S, custom built for Team Sportia: Product owner - CRM & Loyalty Sportklubben, custom built for Team Sportia: Product owner - Product flow import Tratten, custom built for Team Sportia: Product owner - Website teamsportia.se, custom built Composite C1 for in Team Sportia: Product owner - In-store promotional tool, integration to Skyltprogrammet built for in Team Sportia: Kaizen, implementing constant improvements in workflow to optimize result. Coordination of business areas with the purpose maximizing our execution of assortment strategies, target set at being consumer demand driven, witch then drives our purchasing strategies. Product information and content planning in our internal TIPS-system. Product flow coordination, Bwentyfour digital quotes process handling and article/product architecture. Development of a new IT-tools to build assortment, as a systems architect and workflow designer.

Business development and managing our internal workflow system "T.I.P.S", assortment strategies and managing www.teamsportia.se, development, content, platform and visual design. Also responsible for social media's. Digital development is high on my list of responsibilities, Coordinating all digital channels, Desktop, Mobile, tablet, as well as social media and CRM by managing and coordinating our Webb- and CRM-departments actions. SEO optimizing and SEM. Project manager for all our development process and key contact to our external developers and consultants in each project. Driving and implementing a change from product focus, to customer focus with high content value as message carrier. 1st Developing the consumer interface to attract more of our customers to our shops. 2nd Building brand recognition and customer confidence. 3rd Defining our perceived position in the sporting goods market. Ongoing project, making category specific product guides, to give the consumer the tools to choose the right product for there needs. 1st out , Cykelväljaren, (Bike finder) http://teamsportia.se/tips-rad/cykling/cykelvaljaren - Witch then set the standard for many to come. All witch are now trademarked. Cykelväljaren™, Funktionsjackeväljaren™, Cykelbelysningsväljaren™, Hockeyväljaren™, Löparskoväljaren™. Google and other search engine optimizing, while at the same time not letting this be the main task. Customer experience is always No1.

As a member of the management team im responsible for development of our business strategies and all development in our franchise Sporting goods concept and keeping on track on our business plan-. Assortment strategies, purchasing strategies and more. Development of a new tools to build assortment, as a systems architect.

Product manager business unit Sporting goods - exsercise equipment. Design, assortment and purchasing for the Swedish market. Brand manager for ExtremeFit brand. Swedens No#1 home exercise brand. From sourcing to pre-sales shows, makering planning and development both in-store concept and planning for end consumer marketing with campaigns and brand awareness marketing. Aftermarket and quality was the main focus, and i reorganized the supply chain, set up and aftermarket department and put a quality development program in place. Kaizen, always improve. ISO specific QC report system set in place to constantly improve our quality and change our SOP, standard operating procedure, at the assembly line, on each station. Assisting in design of packaging and products for bicycles and bicycle accessories. Sales training and Intranet management on a group level.

Svenskt Sportforum är en branschorganisation för tillverkare, leverantörer och återförsäljare av sport- och fritidsartiklar i Sverige. Vi arbetar som medlemsorganisation genom att erbjuda utbildning, utveckling, rådgivning, samverkan och verka för en god lönsamhet och tillväxt i branschen. Som intresseorganisation arbetar vi med att stimulera svenska folket till ett aktivt och hälsosamt liv genom att initiera och samordna idrottsaktiviteter, sprida kunskap och aktivt driva frågor via opinionsbildare och i media. Svenskt Sportforums styrelse består av 12 ledamöter från olika medlemsföretag. Styrelsen föreslås av valberedningen och väljs av föreningens medlemmar på årsmötet. http://www.svensktsportforum.se/om-oss/vaar-styrelse/

- Managed the Energetics brand for the Swedish market, overseeing assortment planning, design, and aftermarket solutions, including the development of a repair process and managing a Technical Representative. - Led purchasing and category management across a wide range of sporting goods, negotiating supplier agreements to secure optimal deals for franchisees. - Conducted pre-sales meetings twice per year, assisting shop owners and franchisees in selecting products for upcoming seasons. - Developed and executed marketing campaigns, ensuring strong brand positioning and consumer engagement. - Played a key role in Intersport Sweden’s business transformation, transitioning from a franchise model to a semi-integrated retail chain. - Served as a board member of the Product Development Team at IIC – Intersport International, contributing to product strategy for the Energetics brand. - Drove retail market development initiatives, optimizing in-store concepts and end-consumer marketing strategies.

Tried my wings as a consultant. Product development. Product design. Design management. Brand concept development.

Product development and design of bicycles and accessory lines for the brands, PeakCycle, PeakParts, Kungs, and many more. First task was to Reorganizing sourcing, communication and product development and going direct to supliers, instead of using agentsbuilding the factory direct network from soucing and close cooperation direct with supliers in Europe and Asia for bicycles and sportinggoods. Responsible for sourcing, purchasing and sales of bicycles and accessories, witch was about half our turnover. 75000+ bicycles each year, through 25 stores. Witch was then the clear No1 in the Swedish market. 75% inhouse brands, rest Crescent, Monark, Specialized amo. During my time at Sportex, we had several changes in our owner structure. From privately owned, to selling half to 6:e AP fonden, private equity pension fund, to later on being owned 100% by 6:e AP fonden. We also incorporated Sportringen in our group. B2B Webshop and presales shows among other things. I also developed, designed and souced other sporting goods product programs. Outdoor equipment under the brand Mountain Tech, Golf equipment, both clubs and accessories and textile under the brand name Silver hammer. Fitness eqipment under brand name Kungs. I was also responsible for B2B as our private label side grew with branded products to companies such as Volvo/Bilia group, Elgiganten, Bosch etc. from sketch to delivery. We later on incorporated Sportjohan to sell branded bicycles, a company witch we then sold to an Internet consortium. During my years as a business unit manager I was a big part in the companies expansion from 15- 25 retail stores. I also played a key role in brand and concept development. Aftermarket and quality was also in focus, and I reorganized the supply chain, re-sourced, set up and aftermarket strategies and put a quality development program in place in cooperation with the key suppliers.

Purchasing and sales of bicycles and related products. Brand development and marketing assistant. Marketing, instore, Event and brand awareness. Responsible for development of SODA bicycle brand manager for Specialized bicycles, distributing and importing. Rocky Mountain bicycles. Online marketing manager, started first Sportson Webshop 1997. Salestraining för Specialized bicycles and accessories in Sportson retailchain.