Build the RIGHT thing and deliver THAT thing!

Building the right culture is essential to take benefit of digital - become agile, learning by fail fast - embrace ideas from all over the organisation. I have been working with agile methods since 2007 and it is so much more than just working with the frameworks, scrum or/and kanban. These frameworks contributes to a culture that strive for cross functional teams, trying out ideas and learning as a team. The team have the strength of solving an epic by combining the skill form each and every one in the team, and do it fast (agile), continuously launch improvements to the market.

For the past 10 years I have been working with digital business development in one or another way, spaning from sales growth (new, up, cross) to designing new or optimizing existing business areas and digital services (aka product- and service design) - from idea, concept, realisation and optimization. I believe that successful brand and service design is built on a deep understanding of customers needs, their motivation drivers and pain points, combined with good understanding of loyalty and churn drivers. Companies know they must embrace digital to grow, but too often they start the process at the end – with technology. I adore and have a deep understanding of technology solutions, but prefer to start with the customer, since through deep customer behavioral insights we can pinpoint the right innovation opportunities and brand experiences.

Creating excellent services and products by focusing on customers need and expectations

Summary business excellence through digital growth by customer driven business development

Agile often focus on doing things fast, that is great and an outstanding way of handling risk in complex projects, by applying the ’learn, measure build’ loop. But to get things right it is of importance to have a good understanding of what customer need to be meet. I common mistake is to ask our customers about what they want, instead of understanding their underlaying needs. It is our job to translate their needs into solution, pinpoint whats really matters and create value.

Data-driven - a key for successFor the past year I have been working with CX in a SaaS company and have come to understand the greatness and power of a data-driven approach. By using all the knowledge you already have in a smart way to target where to put your next investment within your product or finding new sweet spots. By data, target business growth areas and by UX find out more about why, what and hows. It is a powerful symbios. Digital access invaluable knowledge about how your customers act - patterns for loyal customers and what cause them to churn or not carry out, for example the purchase process.

Professional journeyMikaela Frisk

Valtech januari 2014 - december 2015Valtech is a digital partner that combine creativity (UX and design), tech and agile to create great digital services in both a business and end user perspective. As digital business development manager at Valtech, my primarily focus was to advise our clients in both what technical foundation needed to support their business model and digital services. I often being a part of a team consisting of deep knowledge of how to create excellent customer experience, strengthen the existing business or create new once, with technology as an enabler, with a customer centric approach.

In the end, it all comes up to a bunch of customized new sites, apps and other digital services.

Position: Business Developer Manager, Digital growth strategyIndustry: Digital consultant/partner agencyMain business model: Time & Material, project deliveryDevelopment tools: Business development, product- and/or service design, design processes (double diamond among other= digital transformation, digital strategy, conceptualization - pitch, design processes, project planning and set up combined with quality assurance

Viaplay - december 2015 - present (assignment to the end of 2016) Working with CX and Customer Insights goes across the organisation and across different kind of insight sources (insight/data about how our customers act and feel). My responsibility extend across both quantitative and qualitative research with aim to gather customer insights that helps us to target how to prevent churn, increase sale and strengthen loyalty. My primarily focus rest on the measurement of customer experience and expectations when using our service by ad hoc surveys and NPS. These follow ups are done on a monthly base, giving us the value of trend development over time. The data collected by these research also enrich our existing customer base which gives us new areas of insights.

The most complex and important thing to my daily work is to do the analysis and bring these insights into the organisation and let them served as a drivers for new discoveries/improvements in order to maintain or strengthen the customer satisfaction.

Position: Customer Insight Manager (CX), Discovery phases, Project manager and Scrum Master (for online self-service)Industry: Streaming mediaMain business model: SubscriptionDevelopment tools: Business development, Service Design, Data analysis and visualization tools and technics, Design processes (Double Diamond), Project management and change management- all by a deep understanding of digital services and subscription as a business model.

Avega is a consultant company with high end expertise in tech and management. I was a part of the company for almost seven years during Avegas most expanding period of time. When I onboard the primarily focus for the company was IT management and technical (system)development with a 80 employees. When I exit the number of employees has increase to over 400 employees, becoming a full service consultancy with capability to provide expertise in all kind of business growth - related to both technical and business (market and processes) areas of an organisation. It was a journey to learn a lot from.

My focus was shifting depending on which initiatives I supported, but always with a foundation in business growth - both by strengthen and developing existing clients, increase in new market shares and introduce new business areas and services to the market.

Averags primarily business model is a 1:1 consultant company, meaning - matching a expertise to a specific client need. The expertise within the company covers cross many different kind of ares. Areas of expertise that I was more involved in to during my time was Business Intelligence, Enterprise Web (digital), system development, project management, business analysis and agile methods. In my position as Key Account Manger I had full responsibility (budget, work force management and forecast) for each and every specific client - to target a team of expertise (advisors) that supporting and strengthen the client relationship - in order to ensure quality and growth.

Position: Business and service development, Key account managerIndustry: Senior consultant company (Tech and Management) Main Business model: Time & MaterialDevelopment tools: Business development, market segmentation, establish and develop a successful client relation, consultant responsibility, manage cross-functional teams, recruitment

Avega Group November 2006 - March 2013

As vice CEO/Business development manager at Citerus my primarily assignment was to accelerate business growth, both organic, and by developing existing client relationships, by expanding market shares with existing business set up. I also had the responsibility to strengthen existing business with new concepts, both as a consultant agency and an educator of Agile methods. One area that did engage me a lot, was to innovate and implement a new business model, that could run next to and in the context of a traditional consultancy business.

Position: vice CEO/ Business Development & Sale Growth within Tech and Agile transformationIndustry: Tech & Agile consultant agency & Agile Educator Main business model: Time & Material, project/transform delivery, education Development tools: Business Development, Business model and service design, conceptualization, market segmentation and brand position customer establishing and development.

Citerus april 2013 - november 2013

Pulsen January 2005 - January 2006When I onboard, Pulsen had just decide to expand their market segment to, in a more efficient way, cover Small, Medium business size. This new business area consist of two parts aligned together - a new sales organisation targeting this segment and a new e-commerce site making what been offered more transparent and by e-commerce support what ever needed for our customers to create a sustainable and robust IT-environment (both hard ware and soft ware). My primarily focus was to establish (recruit) a strong sales team and define and implement processes needed to both onboard and coach this team and how to align our customer communication with several different external campaigns (joint ventures with our business partners). I was highly involved in setting up the e-commerce solution that aslo become the most important system to support this sales team in the communication with potential customers. Since the solution no longer exist, it could be compared with Dustin.

Position: Manager Sales and Support Industry: Distribution of IT Hard/softwareMain business modell: Reseller Development tools: market segmentation, relations/business growth, recruitment, process development, service development.

KeyMan January 2006 - November 2006KeyMan is one of the first company in the nordic market that established a service for consultant brokerage with a large number of consultant experts within management and IT. My position consisted of establish new and growth existing client relationships and handle the brokerage process: defined need of expertise together with our clients, recruitment of needed consultant expertise, contracting and continuous follow ups during the assignment with all parts involved.

The business model at this time was primarily related to brokerage, but we tried out several innovating models related to this business modell in a close co-operation with our clients (their needs and motivation drivers)

Position: Key Account ManagerIndustry: Consultant brokerageMain business model: brokerageDevelopment tools: Market segmentation, relations/business growth, research, interviews

Intrum Justitia January 2000 - January 2005When I joined Intrum Justitia I had already co-operate with the company for several years in my position as team leader at InfoTeam (outsourced customer service). During my time at Intrum I had several different positions from handling administration of highly in dept clients, customized dept collection programs for a specific customer needs, as business analyst and project manager for new digital services and as a manager for customer service and support. My involvement in the new client webb (with aim to give our customer a digital service to enter unpaid invoices and with a high transparence during the in dept process) has influenced further milestones in my career - likewise my engagement to set the customer need and experience in the center of attention.

Position: Customer Service Manager, Project manager, client administrator Industry: In debt collection Development tools: Campaign design and planning, work force management, project management and process development.

EDUCATION & CERTIFACTIONSKonsultprofil - Valtech

• 2016 ongoing - UX Product Development- Berghs School of Communication

• Spring 2015 Project management of Digital solutions - Berghs School of Communication

• June 2015 - Rhetoric- Presentationsteknik AB

• Aug 2014 - Agile Product Owner - Citerus AB

• June 2014 - Scrum Master - Citerus AB

• April-Maj 2013 - Strategic customer development based on Good to Great

• 1996-2000 courses related to Marketing and Leadership at Växjö (aka Linnea university)

LITERATURE THAT INSPIRE ME• Change by Design - Tim Brown

• Business Model Generation - Alexander Osterwalder

• Impact mapping - Gojko Adzic

• This is Service Design Thinking - Marc Stickdorn & Jakob Schneider

• Lean StartUp - Eric Ries

• Lean UX - Jeff Gothelf

• Ten types of innovation - Larry Keeley

• Agile Product Management with Scrum - Roman Pichler

• Visual Insights - Katy Borner,