Pernilla Lindberg

Uppdrag

• Vy Tåg AB

  jan. 2026 – feb. 2026

  Project management support - Procurement project

  Project management support in a large and complex procurement project, responsible for leading and… coordinating central parts of the bid effort in the major public procurement of the Nattåget övre Norrland.
  The assignment was carried out under time pressure and resulted in delivery of a complete, quality-assured and competitive bid within the set deadline.
  Support to the lead project manager in structuring, planning, steering and following up the bid work, with focus on delivery reliability and quality.
  Overall responsibility for two business-critical workstreams:
  Quality texts and added value – led, coordinated and quality-assured the production of responses related to
  procurement requirements and evaluation criteria, with a clear link to the desired effect, implementation capability and
  verifiability.
  Costing and financial documentation – responsible for the structure, coordination and quality assurance of the costing
  work in close collaboration with financial resources.
  Leadership and coordination of assigned resources within each workstream, including clear allocation of responsibilities and follow-up against the schedule.
  Ensured full traceability between requirements, responses, attachments and supporting documentation, in accordance with good bidding practice and public procurement law principles.
  Established working methods for internal quality assurance, review and version control to minimize the risk of deficiencies, ambiguities or formal errors.
  Contributed to a structured, efficient and methodical bid process, enabling delivery of a complete high-quality bid despite high complexity and short lead times.

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• Vy Tåg AB

  juni 2025 – dec. 2025

  Business Analysis for IT Operations

  Responsible for developing a strategic direction for IT Operations, resulting in a 3‑year action and… development plan for management focusing on improved governance, efficiency and regulatory compliance.
  Deliverables and results:
  Strategic decision material for management based on a review of IT governance and organization, including current state analysis, target state and recommended development journey for IT Operations over three years.
  Proposal for a new governance model between the parent company and subsidiaries, with clear allocation of responsibilities, decision paths and follow‑up structure to increase efficiency and reduce ambiguity in IT delivery.
  Clarification of roles, responsibilities and competencies within the IT function through defined role descriptions, competency requirements and competency matrices, forming the basis for staffing and development plans.
  Roadmap for implementation and maturation of ITIL‑based processes within IT Operations, focusing on stable operations, increased security and compliance with regulations such as NIS2 and GDPR.
  Recommendations for system ownership and lifecycle responsibility for business‑critical systems to ensure long‑term accountability, improved maintenance and reduced vulnerability.
  Proposals for improved documentation, training initiatives and collaboration models between parent company and subsidiaries, aimed at strengthening common working methods and maximizing the business value of IT.

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• Vy Tåg AB

  maj 2025 – dec. 2025

  Project manager digitalization · Gävle

  Led the development of Vy Tåg AB’s digitalization strategy, resulting in an anchored strategic… direction and implementation plan for the company’s continued digital development, approved by senior management.
  Deliverables and results:
  Digitalization strategy with a clear target state that linked digital initiatives to business goals, customer experience and operational efficiency, with a focus on long-term competitiveness.
  Structured analysis of the current state and future needs, including identification of digital opportunities, areas for improvement and prioritized initiatives within the organization.
  Identified, prioritized, and led the implementation of data‑ and AI‑driven digital initiatives, in close collaboration with business and IT stakeholders, with a strong focus on automation, decision support, and measurable business value.
  Identified and structured AI use cases within operations and finance-related processes, including automation, forecasting and decision support.
  Facilitated AI opportunity workshops, translating business needs into prioritized initiatives and actionable backlog items.
  Defined expected business value, feasibility and data requirements for each initiative.
  Broadly anchored process involving the entire organization – from management to operations – through workshops, interviews and joint goal setting, which created engagement and increased readiness for change.
  Communications and change support to ensure understanding, acceptance and organizational capability to translate the strategy into practical action.

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• Vy Tåg AB

  maj 2024 – dec. 2025

  Project Manager Business Transfer

  Project manager for two extensive business transfers within the X‑Traffic and Norrtåg business areas… in connection with operator changes.
  Deliverables and results:
  Planned and executed complete business transfers from Vy Tåg AB to the acquiring operators, in accordance with procurement requirements, applicable legislation (including labor law and collective agreements) and decisions from company management.
  Ensured transfer of personnel and vehicle fleets, including coordination of HR processes, union engagement, information activities and practical handover of assets.
  Led the winding down of business operations within Vy Tåg AB, focusing on orderly closure, risk minimization and compliance with regulatory and contractual requirements.
  Coordinated multiple stakeholders such as management, HR, legal, traffic authorities, unions and the acquiring operators to ensure a controlled and disruption‑free transition.
  The projects covered organizations of approximately 50–200 employees, as well as associated vehicle fleets, and were carried out according to the established schedule.
  Result:
  Business transfers were completed in a controlled manner and according to plan, maintaining continuity of traffic operations and clear division of responsibilities between the transferring and acquiring parties.

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• Vy Tåg AB

  jan. 2024 – juni 2025

  Acting Head of Business X-Trafik

  Acting Head of Business with overall profit and operational responsibility for the X‑Traffic… business unit at Vy Tåg AB.
  Responsibilities and deliverables:
  Operational and strategic responsibility for the business unit, focused on target achievement, traffic safety, delivery quality and long-term profitability.
  Management and governance of operations through follow-up of finances, production, quality and customer outcomes, and initiation of improvement measures in case of deviations.
  Drove financial governance and performance management, including budgeting, forecasting and cost control.
  Worked closely with finance and controlling to establish data-driven decision support, KPI structures and follow-up models for operational and strategic performance.
  Member of Vy Tåg AB’s management team, reporting directly to the CEO and actively contributing to strategic and business‑critical decisions at company level.
  Responsibility for internal and external delivery follow‑up, including collaboration with clients and other external parties, to ensure high delivery quality and customer satisfaction.
  Established conditions for stable operations and control during a period of change and transition.
  Results:

  • Ensured continued stable and safe traffic operations and structured follow‑up of financial and qualitative outcomes within the business unit.

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• Region Gävleborg / Hälso- och Sjukvården

  sep. 2023 – dec. 2023

  Program management support, Framtidens vårdinformationsstöd (Cosmic)

  Worked for approximately six months as program management support to the regional program manager,… responsible for ensuring continued progress in the implementation of a new healthcare information support system for Region Gävleborg, in close collaboration with eight other regions within Sussa Samverkan.
  Responsibilities and deliverables:
  Operational and strategic support to the regional program manager to ensure the program developed according to the established plan, target vision and governance model.
  Contributed to the coordination and follow-up of the program’s constituent initiatives and activities, with a focus on progress, dependencies and decision documentation.
  Provided support in governance and structure for a complex implementation program that covered the entire regional operation and affected all care areas.
  Collaboration in a national context together with eight other regions, requiring a strong understanding of joint decisions, contracts, dependencies and common working methods.
  Outcome:
  Contributed to the program continuing to develop according to plan during a critical phase before and during implementation, with maintained structure and governance.

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• Region Gävleborg / Hälso- och Sjukvården

  juni 2020 – aug. 2023

  Program manager Framtidens vårdinformationsstöd (Cosmic)

  Responsible for establishing and building the program "Future Healthcare Information Support" (FVIS)… within Region Gävleborg, as part of Sussa Collaboration. The assignment included startup, organization, strategic direction and structuring of the program ahead of upcoming implementation.
  Responsibilities and deliverables:
  Established the program organization including governance structure, roles, division of responsibilities and collaboration models between operations, IT and management.
  Designed the program’s strategy, tactical direction and overall roadmap as the basis for implementing the new healthcare information support.
  Defined and established the necessary governance and work processes for the program and its constituent subprojects, including resource planning, decision-making structures and follow-up.
  Led a comprehensive change journey toward a more process-based way of working, with focus on governance, structure and long-term sustainability in the organization.
  The program covered approximately 6,500 regional employees and was part of a national collaboration with about 65,000 users, which required high levels of coordination and structure.
  Scope and outcome:
  The assignment concerned the startup, establishment and structural build-up of the program. I did not remain for execution and implementation, but handed over a decision-ready and implementation-ready program to the succeeding management.

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• Sandvikenhus

  dec. 2018 – juni 2020

  IT Strateg

  Had overall responsibility for Sandvikenhus (a municipal housing company within the public housing… sector) IT and digitization strategy, focusing on modernizing the IT environment and creating long-term business value.
  Responsibilities and deliverables:
  Designed and maintained the IT and digitization plan to support business objectives, including prioritization of improvements and initiatives in an annual planning cycle.
  Led the transition to cloud-based solutions, contributing to increased flexibility, improved availability and more cost-effective IT operations.
  Directed and monitored adoption and improvement initiatives, from needs analysis to implementation, in close collaboration with the business and suppliers.
  Ensured that IT development supported business processes, information management and future digital ways of working within the company.
  Outcome:
  Established a clear and structured direction for IT development and laid the foundation for a more modern and scalable IT environment.

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• Sandvik Coromant

  jan. 2015 – dec. 2015

  Projectmanager Global Marketing project

  In parallel with my role as Product Manager, I was responsible for a global go-to-market project… aimed at preparing and enabling the launch of Sandvik Coromant's digital products.

  Responsibilities and deliverables:
  Project-managed a global initiative for digital products, responsible for planning, coordination and execution ahead of market launch.
  Collaborated closely with global Sales and Marketing & Communication to ensure a shared understanding of the offering, messaging and customer value.
  Prepared the sales organization through materials, structure and support for the presentation and sale of the digital solutions.
  Represented and presented the digital products at international trade shows, including IMTS (USA) and EMO/EMT (Europe), contributing to visibility, market introduction and customer dialogue.
  Coordinated between product development, marketing and sales to ensure that marketing activities and launches were aligned with product maturity and the roadmap.

  Result:
  Created the conditions for a structured and effective global launch of digital products and strengthened the link between product development, marketing and sales.

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• Sandvik Coromant

  nov. 2013 – dec. 2018

  Product Manager Digital Business Software

  Product owner for the digital solutions Coroplus Tool Guide and Coroplus Tool Library, responsible… for developing, implementing and managing business-critical software products that support both the sales organization and customers globally.
  Responsibilities and deliverables:
  Overall product responsibility for the entire product lifecycle of Coroplus Tool Guide and Coroplus Tool Library, from business planning and needs analysis to launch and ongoing development.
  Ensured adoption and use of digital solutions within the sales organization and among customers, with the aim of streamlining customers' machining processes and strengthening Sandvik Coromant's digital value proposition.
  Responsible for business planning, follow-up and prioritization, including roadmap, further development and continuous improvement based on user needs and business objectives.
  Led go-to-market activities in close collaboration with sales, marketing and other key stakeholders to ensure clear positioning, communication and commercial impact.
  Established and drove close collaboration with the world's leading CAM vendors, developing a business model based on strategic partnerships to integrate digital products into customers' existing CAM environments, thereby increasing distribution, usability and business value.
  Directed collaboration between the business, development, external partners and users to ensure that the solutions met both internal process requirements and customers' operational needs.
  Worked closely with agile development teams in the Czech Republic, responsible for translating business and user needs into a prioritized roadmap and clear requirements in an international and distributed delivery model.
  Results:
  Contributed to increased efficiency in customers' machining processes, strengthened digital support for the sales organization and customers, and the establishment of a partner-based ecosystem around Sandvik Coromant's digital products.

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• Sandvik Mining

  sep. 2012 – okt. 2013

  Demand Manager (MA EMEA and MA Americas)

  Acted as a link between business and IT with responsibility for gathering, analyzing and structuring… business needs within Market Area EMEA and Market Area Americas, and for ensuring correct decision support for prioritization and execution.
  Responsibilities and deliverables:
  Collected, analyzed and structured business requirements, with the ability to translate business needs into clear, prioritizable IT requirements.
  Conducted Business Impact Analyses (BIA) as decision support for management and steering committees, to clarify consequences, risks and business impact of changes and investments.
  Supported the business in prioritization and decision-making by ensuring the right information, alternatives and consequence analyses were available.
  Actively participated in the implementation of a new ERP system (Aurora) as the representative of business needs and requirements in the project team, focusing on securing business value and an accurate requirements picture.
  Worked in an international context across multiple market areas, requiring a solid understanding of different business processes, ways of working and needs.
  Results:
  Contributed to well-founded decisions and priorities through structured requirements management and analysis.

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• Sandvik AB

  jan. 2012 – sep. 2012

  IT Business Relationship Manager

  Responsible for strategically developing and managing the relationship between the business and IT,… focusing on ensuring that IT delivery supported the business's goals, priorities and change needs.
  Responsibilities and deliverables:
  Strategic point of contact between the business and IT, responsible for capturing, structuring and clarifying the business's needs and future requirements.
  Translated business needs into clear IT initiatives and delivery prerequisites, serving as the basis for planning, prioritization and execution within the IT organization.
  Supported the business in decision‑making through analysis, dialogue and preparation of decision materials related to IT‑related changes and investments.
  Ensured the IT organization was prepared for upcoming needs through early dialogue, coordination and clear communication of requirements, objectives and expectations.
  Results:
  Contributed to improved collaboration, increased accuracy in IT deliveries and a clearer link between business strategy and IT development.

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• Sandvik IT

  juli 2010 – dec. 2012

  Manager Service Portfolio Management

  Head of the Service Portfolio Management department with operational and strategic responsibility… for developing and managing Sandvik IT’s service portfolio for internal service delivery, in accordance with ITIL Foundation for IT Service Management.
  Responsibilities and deliverables:
  Overall responsibility for Service Portfolio Management, including the structure, content and development of IT services in close collaboration with the business.
  Led and developed an organization with 11 direct-reporting Service Managers, focusing on clear service ownership, follow-up and delivery quality.
  Established and tracked KPIs and key metrics for the entire service portfolio and supported each Service Manager in defining relevant KPIs per IT service.
  Responsible for consolidated reporting of service deliveries, creating transparency and better decision support for both IT management and the business.
  Clear linkage between Service Portfolio Management and other ITIL processes by identifying, analyzing and prioritizing new and changed IT services.
  Initiated major changes via formal change proposals, ensured business value, risk assessment and controlled execution according to the established change process.
  Results:
  Contributed to a more structured, measurable and business-driven IT service delivery, with increased transparency, improved governance and a clearer connection between IT changes and business benefit.

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• Sandvik

  sep. 2009 – juli 2010

  Service Manager SAP

  Responsible for building a functioning, structured and business‑oriented SAP service delivery within… the Sandvik Group, in accordance with the ITIL framework.
  Responsibilities and deliverables:
  Established SAP as a clearly defined IT service, with explicit service ownership, defined service content and responsibility allocation vis‑à‑vis the business.
  Developed service packaging and a business model for SAP, in close collaboration with the operational head of SAP, as a basis for governance, prioritization and follow‑up.
  Produced a business plan for the SAP service, focusing on cost transparency, service levels, value creation and long‑term sustainability.
  Ensured a professional and business‑aligned service delivery by clarifying expectations, commitments and delivery capability between IT and the business.
  Worked according to ITIL principles for service management, with a focus on structure, quality and continuous improvement of the SAP delivery.
  Result:
  Established a commercially governed SAP service that created better transparency, predictability and dialogue between IT and the business.

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• Sandvik Information Technology

  jan. 2009 – sep. 2009

  Senior Project Manager

  Senior Project Manager for a large organizational change project to merge two companies within the… Sandvik Group, Sandvik Systems Development and Sandvik Information Technology, into a single organization.
  Responsibilities and deliverables:
  Responsible for planning, leading and coordinating the merger of two separate companies into a single organization, with focus on structure, governance and execution.
  Worked closely and in collaboration with both companies’ management teams, aligning the change work around shared objectives, decisions and priorities.
  Ensured a cohesive change process, including coordination of decisions, activities and communication across affected parts of the organization.
  Supported management in change leadership through structure, clarity and continuous follow‑up to create conditions for a controlled and sustainable merger.
  Result:
  Contributed to a coordinated and structured merger with clear management buy‑in.

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• Sandvik IT

  okt. 2006 – dec. 2008

  Global head of the IT security

  Global head of the IT security function within the Sandvik Group, with personnel responsibility for… seven direct reports and overall governance of IT security activities across all geographic regions.
  Responsibilities and deliverables:
  Led and developed the global IT security organization, including coordination and governance of security efforts across multiple business areas and regions.
  Conducted ongoing and structured risk assessments to identify vulnerabilities and potential threats in the IT infrastructure, and developed strategies and action plans to mitigate risks at a global level.
  Worked closely with the Information Security department to ensure cohesive and consistent protection of information and the IT environment, including a shared risk picture, priorities, and governance.
  Ensured global compliance with relevant laws, regulations and industry standards related to IT and information security as well as data protection, in a complex international environment.
  Acted as the convening function for the business areas’ IT security managers, responsible for collaboration, common guidelines and unified working methods.
  Reported risk posture, security status and required actions to management as a basis for strategic decisions and priorities.
  Results:
  Contributed to cohesive, risk-based and business-aligned security governance, with a clear linkage between IT security and information security at the global level.

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• Sandvik IT

  dec. 1999 – okt. 2006

  Projektledare

  Led a group-wide program to roll out a standardized PC platform across the entire Sandvik Group. The… assignment evolved progressively from subproject leadership to full global responsibility for execution.
  Responsibilities and deliverables:
  Project-managed the global rollout of approximately 42,000 PC workstations worldwide as part of Sandvik’s IT standardization.
  Initially responsible for subprojects, focusing on operations with CAD requirements, and subsequently assumed overall responsibility for the global implementation and standardization.
  Planned and executed a phased rollout strategy, starting the project in technically demanding environments and then expanding to a full group standard.
  Worked on international localization and establishment for just over three years, including extended assignments in:
  USA (New Jersey, Fair Lawn)
  Poland (Katowice)
  Coordinated global and local stakeholders, including IT, business units and local organizations, to ensure uniform working methods and stable delivery.
  Result:
  Achieved approximately 95% coverage of standardized PC workstations within the Group, creating a common technical platform, simplified management and improved global support capability.

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