Mattias

Syncro Group contains a number of companies with a common vision to enable collaboration between individuals and companies. As the Interim CTO, I managed the Tech department working at group level serving the companies in the group, primarily Gigger and Collabs. When I joined the company it had been a period of intense tech-focus and my assignment was to bridge between business and tech. I led a distributed team of 8 developers, a UX/UI designer and a Product Manager. The daily work was focused on setting up a new, agile way of working and enhance the team’s product- and customer-focus. At the same time the tech-platform had a lot of issues which caused distraction and forced us to create an organization to manage these challenges. During my time we stabilized and commercialized the platform, developed new business areas and more. I also conducted a comprehensive feasibility study on how to use current technique for new business demands. On the strategic level I collaborated with the group CEO and the CEOs from the subsidiaries to align the company towards one common goal. I left the company with a more cohesive and collaborative tech team where the whole team takes responsibility for the platform, ensuring its ongoing success and innovation.

As the Interim Product Manager for Gigger the focus was to make the new tech platform working. Gigger is a freelancing platform that provided ability to users to invoice companies even if they don’t have their own company. During the period, we stabilized the platform and implemented several business focused features. I also sat up a sustainable organisation for a more independent tech.

My first assignment for Mpwrd was as Technical Project Manager where the main task was to update Varier’s website and build a new E-Commerce. Varier decided to build a Best-of-Breed solution with InRiver PIM, Centra E-Commerce platform based on their current Microsoft Dynamics solution. As a Project Manager I was responsible for planning and coordinating to ensure all parts was delivered on time and with right quality. The first thing I did was to rework the initial plan and divided the project into several releases. This contributed to a more sustainable project plan which was accepted by the board. The full E-Commerce solution was released (on time) June 2023.

When Zmarta decided to expand its investment in Mortgage, I got the task to recruit and establish a team in Jönköping. Under my leadership, the Mortgage team grew to become the largest at Zmarta with up to 12 developers working with the integrations, admin-systems and customer forms to build the best mortgage comparison page on the market. By integrating banks as SBAB, Hypoteket and Bluestep Bank our service became highly competitive and challenged the market.

When Zmarta acquired Elskling I was responsible to set up a new team in Jönköping to take over the old platform and build Zmarta Electricity in Sweden, Norway and Finland. During the period I acted as both Technical- and Product Manager learning a new business area and a new platform to fresh developers. We achieved to take over the platform and reuse technique from Zmarta to work faster and more efficient.

When I moved to Jönköping, I was given the exciting opportunity to establish up a new office and recruit developers to build a new “Tech Hub”. To introduce a new company in a town and establish a new employer presence can be challenging. By focusing on employer branding and fostering a good collaboration with the municipality and Jönköping University, we managed to put Zmarta on the map and over my four years we grow from 1 to 20 employees working in 4 teams. My primary focus was on creating autonomous, agile, product-focused teams that took ownership not only of how they build solutions but also of what they build. This approach ensures a high level of responsibility and innovation within the teams.

I started as a Team Manager at Freedom Finance during the launch of a new tech initiative. Zmarta’s vision is to assist customers in comparing services to save money in their personal finances. Historically, this has been done in offline, but the company wanted to enhance the Tech department to do a transition to a more digital, online experience. My focus was to build a strong agile team to serve the business and contribute to the ground for a new Tech Organisation. During this period, the company rebranded to Zmarta and expanded the product portfolio with a clear FinTech focus. A new tech organisation was formed, and the department grew from 6 to approximately 50 developers. We moved the technique from a monolithic PHP platform to a microservice based environment for scalability and performance. To attract and keep top-tier developers, we built a strong employer brand, positioning ourselves as an appealing workplace. I played an active role in organizing tech events both in Ängelholm and Jönköping, featuring internal and external speakers and guests.

As CTO I had the overall responsibility for the IT-department on CDON.COM which contained over 25 employees and several consultants. As the CTO I was a part of the management team and responsible for the IT-budget. During the time CDON transformed from selling media products to open up the platform to external merchants, which then became CDON Marketplace. Performance during Black Friday and Christmas sales have always been crucial and we manage to have a site that enables new sales records every year I was in the company. This is a good teamwork between IT-Operations, DevOps and Developers.

Responsible for the development of cdon.com. Developed the platform for CDON Marketplace where CDON enables external merchants to sell their products on CDON.COM to reach over 1 million customers in the Nordics. Ensures that we do the right things and do these things right.

Team Leader for an Agile development team working with Scandinavia's largest e-commerce platform, CDON.COM.

Project Manager

Worked for Litium during a short period of time when Litium bought Incordia after the bankruptcy.

Worked as System Developer full time with CDON project where Incordia. The team was involved in the prestudies and built the new CDON platform from scratch. The last 6 month I took the role as Project Manager and was leading the new site into production before Christmas sale started winter 2008. Short after go-live of the new platform Incordia went bankruptcy and Litium bought what was left. I decided that I wanted to continue working with the CDON platform and took the offer from CDON to start there as Tech Lead.

Started my career at Entergate as a developer. Entergate was a small company with big customers and the role included direct contact with customers as well as participating in sales process and education.