Owning delivery beyond the implementation.
Vendor selection, requirements, rollout, and the work after launch.
What needed to work.
A communications platform serving multiple offices requires more than a technology choice. Vendor decisions, local needs, requirements, acceptance, rollout, and support must fit within a broader infrastructure direction.
The ownership I brought.
- Delivered end-to-end global IT initiatives and partnered with senior leadership on multi-year network infrastructure strategy.
- Implemented a cloud-based phone system unifying multiple global sites.
- Owned vendor selection, contract negotiation, requirements, user acceptance testing, rollout, and post-launch support.
Decisions that shaped the work.
Start with the operating need.
Vendor selection and contract negotiation were part of delivery ownership. I connected the requirements and the operating relationship to the implementation.
Keep acceptance connected to use.
UAT sits between the requirements and rollout. My role covered that transition instead of ending at the technology selection or installation.
Own the lifecycle after go-live.
Post-launch support remained in scope. This built an early foundation for the readiness and lifecycle thinking I later applied to mobile and enterprise integration programs.
What changed.
Implemented a cloud-based phone system spanning multiple global sites and contributed to enterprise IT initiatives and infrastructure planning. The experience established an early foundation in enterprise requirements, vendor relationships, and operational ownership.
I am comfortable owning the chain from a business requirement and vendor decision to rollout and operational support.
Source & outcome context
August 31, 2026 résumé, Mölnlycke Health Care experience.