DODO PEDERSEN

Reporting to CTO | Interim VP, VMS Development (Nov 2024–)

Purpose of the role:

Lead strategy execution and operating model change across Product & Technology, ensuring clear priorities, disciplined delivery and strong alignment between business, engineering, and compliance. Responsible for value-stream structure, execution rhythm (QBRs/OKRs), capability maturity, and leadership of cross-functional squads. Interim VP remit across core platform engineering and modernization.

Key achievements

• Built and led value-stream and squad operating model, improving delivery predictability and shortening decision cycles across engineering and product.
• Introduced unified execution cadence (QBRs, OKRs, flow & capacity insights) linking priorities, investment, and measurable outcomes.
• Strengthened alignment between product, architecture, security and engineering, improving control and transparency without slowing delivery.
• As Interim VP, led multiple engineering teams through modernization of core platform components, reducing tech debt and strengthening platform resilience.
• Improved release and risk controls, enhanced vendor delivery management, and reduced lead times through clearer ownership and streamlined governance.

Purpose of the Role:

Design and implement the operating model and capability strategy for Network Operations, ensuring scalable delivery, clear accountability, and future-ready skills. Strategic advisor to the VP, supporting execution excellence in a highly regulated, business-critical technology environment.

Key Achievements:

• Built capability and workforce plan supporting multi-ART delivery and 150+ FTE across critical network services, ensuring capacity for future growth.
• Improved delivery stability by clarifying ownership, strengthening forecasting, and maturing planning processes — reducing re-planning cycles and increasing predictability.
• Introduced delivery insights and performance dashboards across 5+ squads, improving transparency, flow awareness and data-driven decision-making for senior leadership.
• Enabled smoother scaling of teams and onboarding by defining competency frameworks and career pathways for technical and operational roles.
• Supported compliance and reliability improvements through better operational cadence, risk visibility, and cross-team alignment.
• Partnered across architecture, security and operations to enhance compliance, risk awareness and operational readiness.

Purpose of the role:
Build and scale execution governance and delivery capabilities in a post-merger payments organisation, ensuring alignment between business, product, engineering and compliance across the Nordic region. Responsible for strengthening cross-functional delivery, shared standards, and visibility across business-critical technology programs.

Key achievements

• Established delivery and governance model across multiple squads and strategic programs, integrating strategy, architecture and regulatory requirements in a highly regulated payments environment.
• Led cross-functional delivery of mission-critical initiatives on time and budget, improving customer experience, operational stability and compliance readiness across Nordic markets.
• Introduced execution dashboards and flow/forecast transparency across product and engineering units, improving prioritisation, risk insight and leadership decision-making cadence.
• Standardised product management and planning practices post-merger, increasing consistency across 3 Nordic countries and reducing delivery variance.
• Strengthened portfolio visibility and stakeholder alignment across Technology & Business, increasing predictability and reducing re-prioritisation cycles.

Purpose of the Role:
Lead Workplace & Network services across Denmark and Poland, ensuring reliable and secure IT services while modernising core platforms and ways of working. Strengthen delivery, collaboration and compliance in a regulated financial environment, with a strong focus on user experience and operational excellence.

Key Achievements:

• Delivered a modernisation roadmap for workplace and network services supporting 5,000+ employees, aligning technology strategy with architecture, security and regulatory obligations.
• Strengthened collaboration across Architecture, Cloud, Security Ops and Facilities, improving alignment, decision-making speed and delivery execution.
• Increased service stability and improved incident handling, contributing to higher internal satisfaction and stronger operational resilience.
• Introduced data-driven performance and planning practices, improving transparency, prioritisation and leadership insight into delivery flow and capacity.
• Managed budget, risk and compliance for critical infrastructure, ensuring audit-ready controls and meeting regulatory expectations across a multi-site environment.

Purpose of the Role:
Lead the transformation of Personal Customers operations and service delivery, focusing on better customer experiences, simpler processes and strong execution across several countries. Built the people, capabilities and ways of working needed to improve service quality, efficiency and compliance.

Key Achievements:

• Transformed Operations into a customer-service delivery organisation, improving quality, efficiency and customer experience
• Designed and scaled StriveCX to ~4,000 employees across five markets
• Built and led development, PMO, and process excellence teams (~80 people across DK/LT/SE)
• Delivered automation and digital execution agenda (RPA, BPM), cutting costs by 8%+
• Implemented Lean across 50+ teams, increasing productivity and reducing cycle time
• Strengthened regulatory readiness and process controls while improving delivery flow

Russia, Kazakhstan, Tajikistan

• Held early leadership and business-building roles in emerging markets, including launching new commercial channels and overseeing the full operational setup of a 5-star hospitality venture. Built core skills in execution, stakeholder management and operating in complex environments.