STEN ARNE SUNDBERG

• Learned Trucking Business by taking CDL Class A driver license in 2020
• Driven in 48 states during 2 years, Over the Road for hands-on experience
• Building & Managing truck fleet 2 trucks, operating 48 states OTR.

• Managing customers contacts in Latin America & USA
• Negotiating with Suppliers in USA and Israel
• Responsible for complete order handling process (from receipt of order to sourcing/supply, shipping & invoicing
• Handling special projects with regards to operational efficiency.

• Global Customer Unit (GCU) Etisalat in UAE
• Working in the GCU domain assisting local Etisalat Accounts (18 countries) with business development and alignment with GCU governance and Sales Process
• Aligning business strategies & pricing over 18 countries
• Assisted GCU head Managing and Coordinating operations in 18 countries Etisalat was present
• Ensured that Ericsson’s Sales Process and GCU governance model was followed by accounts
• Aligned Sales Activities between accounts/countries
• Integrated Ericsson Maroc Telecom Accounts into GCU Etisalat ways of working, after Etisalat acquired Maroc Telecom (including ops in 9 countries), to ensure alignment regarding account activities in West Africa.

• Etisalat Account in UAE with annual turnover of USD 100M+
• Managing a sales team of 3 Account Managers, Profit and Loss responsible for CSI & Network Roll-Out projects
• Accomplishments:
• Sold and delivered Ericsson’s Complete portfolio including RAN Modernization and a complete BSS transformation project (CRM, Sales Force Automation and Product Catalog)
• Improved Turnover three-fold & Increased Market Share in Radio Access Network
• Turned Account back to profitability & Significantly impacted Working Capital
• Improved Customer Relations (C-Level) & Customer Satisfaction Index
• Ensured that Account followed Ericsson Sales Process & Governance Model

• Led Etisalat Account in Egypt with annual turnover of USD 150M+
• Developed sales team of 4 Account Managers, Profit and Loss responsible for Roll-Out projects and Managed Services
• Accomplishments:
• Business and Market Share increase (RAN, Core, BSS & Managed Services)
• Reduced Working Capital (Major Problem Area since project launch in 2006)
• Closed old projects (NRO phases still open since Etisalat’s service launch in Egypt 2007)
• Included competitor’s products into Managed Services Scope (RAN, Core & VAS)
• Re-established governance model for Managed Services with customer (partly based on Ericsson MSIP model aligned with additional requirements from customer)
• Boosted Customer Satisfaction Index (CSI) 56% to 78% through C-level engagement and improved Managed Services performance
• Successfully groomed account manager to become my successor upon leaving Egypt
• Reason for Leaving: Upon request from CEO Etisalat UAE (earlier CEO for Etisalat Egypt) I was transferred to UAE to handle Etisalat Account there.

- Built a successful department for New Accounts with a focus on the Oil & Gas area and grooming successor.

- Educated Local and Foreign stakeholders interested in acquiring 3.rd Mobile license. The project was under my direction from inception until finish that encompassed Business Case Studies, Marketing Plans and Network Dimensioning

-Created Account Tamin Telecom. Focus Area: Ensure Ericsson’s Market Share in the new operator. Being prime driver and Orchestrate Ericsson’s response to Tamin Telecom’s RFQ process for building a turnkey 2G/3G network in Iran.

• Sales for Public Sector Venezuela
• Expanded profits by pursuing business opportunities in Public Sector and government related business
• Main Targets: CVG Telecom, PDVSA (National Oil Company of Venezuela), EDELCA (National Power Company of Venezuela), Ministry of Defense & Ministry of Interior
• Accomplishments:
• Increased sales to Public sector 3-fold (mainly transmission projects)
• Identified and qualified business opportunities with various government entities ($2B+), mainly National Security & Public safety (NSPS Sector)
• Reason for leaving: In 2007, Ericsson corporate HQ decided to close all marketing activities to public-sector due to political instability in Venezuela.

• Improved business development by building and maintaining new client relationships and identifying new market opportunities
• Manager for 6 months for Marconi Integration Project (into Ericsson Colombia) which was part of global acquisition program when Ericsson acquired Marconi
• Solving local legal issues with Colombian Government related to merge
• Transferring ongoing projects & contracts
• Handling transfer & induction of 35 employees
• Accomplishments:
• Increased sales of transmission in North Latin America (needed extra attention)
• With little co-sales between RBS & Transmission)
• Successfully managed discussions with Government regarding Marconi/Ericsson merger
• Successfully integrated Local Marconi org into existing Ericsson Organization, including personnel and project/business novation
• Reason for leaving: I was requested by Market Unit head to move to Venezuela to start addressing Public-Sector market there.

• Provided business and Sales Support for Transmission products for Brazil and later for North Latin America
• Effectively managed all Transmission related activities in Market Unit North Latin America
• Acknowledged in 2004 & 2005 as Best Business Unit support by account managers in Market Unit - North Latin America.