Jukka Hakala

Provide global application and project/program portfolio management for multiple functional business areas. Establish and manage global application strategy and roadmap. Provide program/project governance, project/product team direction and coordination, driving consistency and quality of outcomes while ensuring initiatives are delivered on time and within budget.

• Program managed multi-year transformation from an acquired company’s disparate global legacy ERP systems to SAP S/4HANA on time and within budget. This included all the company’s business functions, such as manufacturing, procurement, logistics, warehousing, sales, customer service, finance, 3rd party manufacturing, and subcontracting.
• Partnered with GXO in a Warehouse and Logistics solution for SC Johnson in England.
• Created global optimized supply chain management processes by identifying inefficiencies and implementing strategic solutions that increased overall efficiency.
• Accountable for leadership and oversight of scrum masters and program/project managers.
• Establishing a roadmap for application portfolio consolidation and transformation from on-premise to cloud strategy.
• In charge of delivering global complex, highly matrixed, and strategic initiatives.

As a co-founder and president of a premier management and IT consulting company, develop a strategic plan to advance its mission and objectives and promote revenue, profitability, and growth.

• Accountable for building the company from a start-up to a successful niche market management and IT consulting services and solutions provider.
• Achieved substantial year-over-year client base, revenue, and profitability growth.
• Provided creative solutions to global companies' workforce and corporate challenges.
• Created EPMO standards and strategy to a client which resulted in average 20% quicker project delivery, 32% reduced project cost, 18% increase in quality, and 45% increase in client satisfaction.
• Solutioned effective business and system processes to clients' resulting in an average of 24% increase in productivity and a 20% decrease in technical debt.

Reporting to the CEO (located in Stockholm, Sweden), responsible for DigitalRoute’s Americas Region (South, Central, North America, and Caribbean). Responsible for the short- and long-term financial performance (P&L) of DigitalRoute Inc. by structuring and improving the organization, teams, vendors, and processes to achieve revenue and profit targets.

• Aligned organizational objectives with company mission to increase business growth and integrate work strategies.
• Managed financial, operational and human resources to optimize business performance.
• Developed and implemented new strategies and policies in collaboration with executive partners to establish and achieve long-term business objectives, providing company with strong and sustainable organizational leadership.
• During tenure grew the Americas Region revenue by 62%.
• By establishing an effective and agile organization, within a year, I was able to turn the region from a negative to a very profitable business.
• Created Global PMO and delivery standards, enabling 21% quicker implementation of the company’s solutions to the clients while not sacrificing quality. This resulted in an 85% increase in repeat business.

Assigned to provide leadership to one or more large-scale, multi-million dollar programs and provide leadership and oversight to program and project managers. Responsible for all phases of program and project lifecycles from initiation through delivery and closeout.

• Delivered multi-million-dollar programs within budget, schedule, and expected quality.
• Effectively managed local, US, and global offshore teams to build technology solutions.
• Assisted the Enterprise PMO to create Program, Project, and Portfolio Management standards and best practices for the company.
• Created improved stakeholder engagement practices to enable quicker solution builds with higher quality and internal client satisfaction.

Provided highly effective leadership, oversight, and guidance to technology implementation programs and project managers executing multiple high-profile technology initiatives.

• Worked with senior executives and decision-makers throughout the organization, defining, successfully developing and managing strategic and tactical programs budgeted annually up to $40 Million.
• Performed as an expert consultant to a committee, which created new project management and system development lifecycle methodologies for Freddie Mac. The new PMLC and SDLC methodologies are now mandatory standards in Freddie Mac.
• Provided leadership and oversight to program and project managers.