Leading digital innovation from strategy to execution.

As Program Lead, responsibility covers the further development and introduction of two strategic innovations. The role includes guarding the product vision, steering the technical realization, and aligning business, development, and end users.

SmartPlanner is being developed from prototype into a market-ready product, with a focus on product ownership, architecture, pilot validation, and preparation for commercial introduction. At the same time, direction is provided for the development of a data-driven solution that generates insights based on egg and supplier data.

The challenge is not only in the technical realization, but especially in scaling innovation successfully: from idea and prototype to a solution that is actually applied in practice. Through short iterations, intensive customer involvement, and close collaboration with stakeholders, a controlled process is created in which speed, quality, and customer value remain central.

Result: a structured approach to innovation development, enabling new products to reach the market faster and with greater confidence. In this way, the program contributes to digital transformation and lasting market differentiation.

A key responsibility is leading the development and implementation of an ERP interface between the MES system and the ERP landscape of an international feed producer. The trajectory is managed from design and specification to realization, testing, and go-live.

The focus is on reliable and future-proof data exchange that supports and optimizes operational processes.

In parallel, the organization is advised on cybersecurity: identifying risks, strengthening the security approach, and making balanced information-security choices in an industrial environment. The emphasis is on practical measures that improve continuity, safety, and system reliability.

By combining technical, functional, and organizational expertise, complex questions are translated into concrete solutions that support both daily operations and strategic business goals.

In the first phase, existing initiatives were inventoried, mapped in an innovation canvas, and assessed in an impact/effort matrix. In addition, three co-creation sessions were organized with participants from different departments within Sanovo.

This approach resulted in a broadly supported overview of initiatives, enriched with customer insights and internal expertise.

A number of initiatives were then further developed into concrete prototypes and concepts. These concepts were carefully validated through customer interviews and proved they can contribute substantially to more efficient processes, new insights, and a distinctive value proposition toward customers.

The project has now been completed, and the next phase has been defined: continued development and market introduction of the selected innovations.

In the interim Product Owner role, work was carried out at the intersection of product development, team coaching, and operational progress. The emphasis was on ownership, clear decisions, and continuous focus on value.

Through clear priorities and close collaboration with the development team, a stronger delivery flow was achieved. This gave the team direction and confidence to deliver more predictably and move faster on the most important areas.

Result: more structure, improved progress, and a team that can deliver more effectively with clear direction from product and business goals.