My position as Atlassian Architect with Sii Sweden includes to support customers with existing architectural design and help them with system optimization for performance, scalability, integrations, security and legal compliance.

I also support in sales activities to present and recommend technologies, tools and solutions based on customer business requirements and technical design. Support and lead social events such as events, webinars, presentations and technical workshops.

And I am expected to initiate and support projects, acting as the bridge between customers and internal Atlassian resources. Providing technical consultation during the design and implementation in compliance with existing architectural standards to ensure consistency and integrity of systems. Monitor and be responsible for the technical implementation of the projects.

Assignment: Take ownership of the Atlassian platform on data Center and define and implement strategies to make it secure, compliant and used responsibly. Consolidate 1300+ Atlassian products and apps across 500+ domains and organize the move from data center to Cloud with a green field approach. Act as expert towards the 400+ teams and help them move from old and obsolete setup towards a structured and modern way of working. Improve support for the 120.000 customers in the platform and ensure integrations are secure and handled maturely. Set up communication and governance with stakeholders globally. Support 3000 users globally and build a team of Atlassian experts from scratch.

Work directly with Atlassian and their partners on a weekly basis as a prioritized organization.

Ensured the data center platform was secure and compliant and implemented ways of working through a set of work group councils. Implemented a communication plan that included building up documentation in SharePoint and Confluence to ensure people had information of the many changes we implemented. Configured the Cloud platform from scratch and planned the initiative to move 3000 users to the cloud, which included 1400 workshops over a three-year span in three phases.

Method / Tools: Jira software DC, Confluence DC, Jira Service Management DC, Jira software cloud, Confluence cloud, Jira Service Management Cloud, Zephyr Scale, Assets, Plans, Atlassian Guard, Compass, Jira Product Discovery, Atlas, Slack, teams, GitLab, Scriptrunner, Refined

Customer Benefits: A secured and compliant data center platform where the users and customers could work structured according to standard configurations that promoted collaboration. A fully configured cloud platform with the latest security features implemented and a set of standards allowing rapid move to the cloud. Provided a project plan for cloud move and consolidated multiple organizations into the new Enterprise organization to save several millions in licensing costs. Removed consultants and hired a junior Atlassian Support Agent, leading a reduced cost for Sinch of several million SEK.

I joined Cartina Design as a general senior consultant with a holistic perspective. As I have multiple areas where I can work, my position was defined in the UX group, but my range of assignments was not restricted to UX. I was focusing on Atlassian projects, but as Cartina did not have an Atlassian offering, I was put in the UX design category. I had already seen several of my design colleagues from Zington join Cartina, so it made sense to follow them to Cartina Design.

On October 18th, 2019, Zington was formally announced. Claremont shed the old name and became Zington.

This was not a major change for me, as my role within the design group was the same. I was still the UX designer, and everything but UX design and my assignments were more and more focused on Atlassian. While my work did not change much, and while the people were mostly the same, Zington was not Claremont.

The stress of launching in another country and the increased pressure to deliver good results changed the organization. There were some growing pains, and it did not feel like Claremont anymore. Several profiles left because of this, and as several of my design colleagues left to start up a new design organization with Cartina, I decided to follow.

When a colleague asked me to be a reference for a job he applied for with Claremont, I of course agreed. During the call @Aki Ravelin reminded me that we had spoken earlier. At that time, I was too busy to have an interview, but I felt that now would be a good time to do so. I quickly got an interview, and as Claremont reminded me of Brightstep, I decided to join.

I was hired to join the new UX design business area that was in development and led by @Aki Ravelin under the larger Architecture & Development umbrella led by @Mikael Jonsson.

This was a great time for me, and I enjoyed my time with Claremont. It was nearly as great as Brightstep, but larger and with more focus on leadership and individual growth. I learned a lot during this time and had some very interesting projects. Mostly this was all about the people, however, which was the greatest strength of Claremont.

I am not a big fan of AfterWork activities as I quickly fade in energy, and I usually last 2 hours or so. At Claremont, I stayed for hours with my amazing UX colleagues, enjoying every minute. I event spent time interviewing everyone in leadership, taking them on a lunch and a long walk, asking them all kinds of interesting things!

The work I did was varied, and I was one of three people that was in the UX group, but did a little bit different things. For me, it was mostly project management and Atlassian things, but I got to dip my toes in Design from time to time as well.

My time with Claremont was amazing.

In June 2015, Brightstep was purchased by Accenture Interactive. This was a huge transformation, and I had just had an intervention after I resigned to join Klarna (yes, this is the second time I had a job offer from Klarna), but Mattias and some Brightsteppers convinced me not to leave. As a result, I had a very good position at Accenture and a clear path to starting up my own organization within Accenture if I wanted.

After some turbulent time trying to merge into the giant that Accenture is, the stress started to show, and the amazing Brightstep slowly crumbled into something I no longer felt comfortable working with. I took on larger projects with the H&M project to transition all their sub-brands to the Hybris platform, where I was the team lead for the front-end team. The lack of processes between the three different groups in the delivery led to me being forced to spend hundreds of unpaid hours setting ways of working for us.

The final straw for me came when I was in a several-hour-long call where managers were discussing promotions. The way this was handled did not sit well with me, and as one of my colleagues asked me to be a reference for a job at Claremont, I also ended up getting an offer, and it was an easy decision to leave.

In the aftermath, a lot of us from Brightstep found a new home with Claremont.

I started at Brightstep after quite a journey on my part. In 2011, my younger brother passed away, and after his funeral, I decided to go for a Yes Man approach for a year. That meant saying yes to everything, and that led me to some strange events. One such event was when one of my customers asked me to present Neurowebdesign at an e-commerce event in Sundsvall. I said yes, even though the idea of public speaking terrified me.

I did the presentation, and in the audience was the CEO of Klarna (Sebastian Siemiatkowski) as well as the head of the Swedish organisation for distance shopping. Sebastian invited me to hold a presentation at Klarna, which led to a job offer as a webdesigner. Before I signed, however, I went to Borås to stand on stage together with Arne Anderson (Arne på Posten) and Mattias Pihlström, where we reviewed a few e-commerce sites. This led to Mattias giving me a job offer as well, and for a few weeks, I was trying to decide if I should go to Klarna or Brightstep.

The choice fell on Brightstep.

My role at Brightstep was Conversion Expert, and I helped several customers with design and conversion rate optimization. As time progressed, I chipped in where my skills were needed, and I did everything from testing to frontend development to requirements, and eventually, I was pushed into project management as a natural progression.