Mats Kallmyr

Mats Kallmyr

Manager, Finance at ST-Ericsson

Sweden

Current
Past
  • Manager, Contact Center at Ericsson AB
  • Seminar, Coordinator at Lets Talk Seminar
  • Seminar, Speaker at Servicedesk Symposium 2009 at Grand Hôtel Stockholm at Midfield Media

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Education
  • Gällöfsta
  • Semcon
  • ESI International
  • Semcon
  • Semcon
  • Semcon
  • PM consult, Zwedberg & Partners
  • Gällöfsta läroriket
  • Ericsson University
  • Ericsson University
  • Eductus
  • Eductus
  • Agneberg school
  • Military training
  • Agneberg school
  • Agneberg school
  • Berg/Sommarhemmet school

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14 more...

Recommended
Mats has 18 recommendations 18 people have recommended Mats
Connections
198 connections
Industry
Telecommunications
Websites

Mats Kallmyr’s Summary

At the moment (from June 2009) I am working as a Manager for Finance department at ST-Ericsson.

I have also worked as a Global Program Manager (Assigned Specialist). I was implementing an Ericsson business strategically sourcing solution in all 12 SSC (globally).

My goal was to work abroad, in a multicultural environment. So in April 2005 I came back from an assignment from abroad, Riyadh (Saudi) and Dubai (UAE). I worked in Middle East for over 2 years time as a Financial Controller, for the 3 branch offices Ericsson had their. During this time Project Control Mgr and Business Control Mgr reported to me.

My profile/personality;
Management experience includes improving team performance, all activities of personnel supervision and management, insuring compliance with policies and established practices, interpreting regulations, resolving problems, and project management activities. Able to apply problem-solving skills, adapt to changing situations, and maximize efficiency while minimizing costs. Have strong analytical and troubleshooting skills, quickly assessing situations and providing solutions. Practical business approach to modify and enhance workflow processes. Possess excellent management skills. Apply excellent critical thinking and problem resolutions skills.

As per Belbin personal test;
- Shaper - Challenging, dynamic, thrives on pressure. The drive and courage to overcome obstacles.
- Coordinator – Mature, confident, a good chairperson. Clarifies goals, promotes decision-making, delegates well.
- Completer finisher - Painstaking, conscientious, anxious. Searches out errors and omissions. Delivers on time.

I am very interested in Asian cultures, and it has always been my goal to work in Singapore, Hong Kong (or Shanghai), for at least 3-4 more years (or even more). My wife comes from Shanghai, China, and we have an apartment here since 1996. We use to visit Shanghai every year.

Mats Kallmyr’s Specialties:

General Management, Operational Excellence, Finance, Accounts Payable & -Receivable, Payroll, Program management (global) and Project Management, Contact Center Management, Logistics/Supply, Customer service, Consultant.

Mats Kallmyr’s Experience

  • Manager, Finance

    ST-Ericsson

    (Public Company; Telecommunications industry)

    May 2009 — Present (3 months)

    ST-Ericsson is a 50/50 joint venture created by bringing together ST-NXP Wireless and Ericsson Mobile Platforms, two of the world’s leading wireless semiconductor and platform companies, both with strong industry heritage.

    The Company is an industry leader in design, development, and the creation of cutting-edge mobile platforms and wireless semiconductors. ST-Ericsson is a key supplier to four of the industry’s top five handset manufacturers, who together represent about 80 percent of global handset shipments, as well as to other exciting industry leaders.

    I work as a Manager for the Finance department in ST-Ericsson, Lund.

  • Manager, Contact Center

    Ericsson AB

    (Public Company; ERIC; Telecommunications industry)

    September 2006 — May 2009 (2 years 9 months)

    Contact Center Stockholm Finance & Sourcing (CC STO F&S) delivers professional support to the Ericssons end-users and external vendors, within the administrative areas of Finance and Sourcing. CC STO F&S is a knowledge based service desk.
    CC STO F&S are an organization within Shared Service Center Stockholm (SE), and the purpose of CC STO F&S is to give support to all end-users within in Sweden, Nordic- and Baltic-, Middle East (incl Pakistan)-, North African-countries and also in some areas globally, within the processes of Finance and Sourcing (F&S).

    This includes ``how-to´´ support within numerous F&S areas, for example we handle purchasing systems, Supplier Invoice handling (scanned), SOX-, Roles & Authorization-, Financial reports, Records Retention (archive), Business warehouse (report generator) support and the major support area Travel matters, where each Ericsson employee (approx 30 000) is a potential client of ours.

    CC F&S was at the start 13 people and when I left approx 30 agents/people. I turn the CC from an average service desk - to high motivated and -educated people! Several of my staff that contiune their carriar from CC got very high quality- and important jobs.

  • Seminar, Coordinator

    Lets Talk Seminar

    (Events Services industry)

    April 2009 — April 2009 (1 month)

    Seminar "Recognize your unlimits" by Kjell Enhager in Lisabon, Portugal 24th April 2009.

    The presentation skills that Kjell Enhager possesses have obviously made him the coach of many top athletes and companies. He is a skilled speaker and an enthusiastic entertainer presenting his opinions with lively mimic and humorous examples that derive from daily life and his own experiences as a coach. So, you can be sure to have a few good laughs along with his expertise and leave the seminar with many experiences richer.

    Please also see www.kjellenhager.se and
    www.letstalkseminar.com

  • Seminar, Speaker at Servicedesk Symposium 2009 at Grand Hôtel Stockholm

    Midfield Media

    (Privately Held; Publishing industry)

    March 2009 — March 2009 (1 month)

    Framgångsrikt ledarskap för en framgångsrik
    Servicedesk

    Att förbättra produktivitet, utveckla medarbetarna, skära kostnader, höja processeffektivitet och förhöja kundkommunikationen är typiska mål för ledningen för en Servicedesk. För att lyckas som servicechef måste du behärska nämnda områden och dessutom ha ledaregenskaper. I denna presentation får du konkreta tips och råd kring ledarskapets möjligheter och utmaningar.
    • Hur får du människor att våga nytt?
    • Varför är det viktigt att ha en vision i sitt arbete?
    • Hur skapar du förtroende för dina idéer bland
    medarbetarna?

    Mats Kallmyr, Manager Contact Center, Ericsson.

  • Seminar, Speaker at CallCenter Institute conferance 2008

    Call Center Institute (CCI)

    (Information Services industry)

    March 2008 — March 2008 (1 month)

    Part of the CallCenter Institute documentation;

    "Hur uppnår du intern effektivitet inom Contact Center?

    Hur ska du definiera intern effektivitet?
    Vilka krav ställs på processerna för att uppnå effektivitet?
    Vilka mål ska du sätta för intern effektivitet?
    Hur förankrar du målen hos ditt team?

    Mats Kallmyr, Manager, Contact Center Stockholm, Ericsson. Mats Kallmyr har arbetat brett inom ekonomi och har stort fokus på sitt ledarskap. Det är kanske inte konstigt att han idag är chef för "Ericsson Contact Center Stockholm".

  • Lecturer, Seminare

    Junior Chamber International (Svenska Junior Handelskammaren)

    (Non-Profit; 10,001 or more employees; Non-Profit Organization Management industry)

    September 2006 — September 2006 (1 month)

    Lecture at Junior Swedich Chamber of Commerce;
    - Leadership in a multiculture enviroment

  • Program Manager (Global-)

    Ericsson AB

    (Public Company; 10,001 or more employees; ERICY; Telecommunications industry)

    April 2005 — August 2006 (1 year 5 months)

    Program manager for Ericsson’s global Optical Character Recognition/ SAP Workflow (OCR/WF). Responsible for Ericsson’s global roll out of the OCR/WF system, within Sourcing and Accounts Payable organization. Coordinating, approving and networking with the global Shared Service Centers (SSC) responsible managers and SSC roll out project leaders. Manager for 2 resources, and direct contact with SSC managers, Process owners, Ericsson’s IT-management etc.

  • International Market Developer

    Sweasia Trading Kb

    (Retail industry)

    August 1994 — May 2006 (11 years 10 months)

    Sweden-Asia Trading; Importing gods from Asia to Sweden
    Consulting in lectures; Information in areas such as leadership, efficency, projects and programs.
    Financial consulting; Book keeping and support with finance issues.

  • Project Manager (Senior-)

    Ericsson AB

    (Public Company; 10,001 or more employees; ERICY; Telecommunications industry)

    February 2005 — April 2005 (3 months)

    SOX and Shared Service Center migration Manager.
    Project manager for 2 projects. SOX comply/implementation in Saudi and to drive the migration of the 3 local Saudi companies Telefonaktiebolaget LM Ericsson branch office Saudi Arabia (TKS), Ericsson AB branch office Saudi Arabia (BSA) and Ericsson Saab (BAS) into a Shared Service Center in Dubai, UAE.

  • Manager, Financial Controller

    Telefonaktiebolaget LM Ericsson

    (Public Company; 10,001 or more employees; ERICY; Telecommunications industry)

    March 2003 — February 2005 (2 years)

    Manager Financial Control (IPE code 57), for 3 branch offices TKS, BSA and BAS. Managing staff of 7, that works in financial areas such as; Closing and reporting (local and to mother company), Forecast (order/sales and cost centers), Accounts Payable, Fixed assets, Payroll and government relation (social fees), Financial system management, Cashier etc, and also
    Strategic Financial Controller (matrix organization), for Market Unit Middle East (MUME). Coordinating MUME (9 countries) progress and improvement in the financial area, together with the respective Financial Controller in each country.

  • Project Manager

    Ericsson Shared Services AB

    (Public Company; 10,001 or more employees; ERICY; Telecommunications industry)

    September 2002 — February 2003 (6 months)

    Project Manager for Intercompany invoicing
    To secure a better reconciliation between all the Ericsson companies. Project group 10 (from LME, ESG, EAB), Steering group 5 (CEO, Company controllers and Business Controllers etc)

  • Manager, Accounts Payable Department

    Ericsson Shared Service AB

    (Public Company; 10,001 or more employees; ERICY; Telecommunications industry)

    May 2001 — August 2002 (1 year 4 months)

    Department Manager for all Swedish Ericsson companies Accounts Payable.
    (IPE code 59) Responsible for a dept with 10 managers + 160 employees, and was one of the company (ESG) board members (management team).
    6 units Accounts Payable
    1 unit Account Payables Contact-/Call-centre and Systems support
    1 unit Electronic documents and –files
    1 unit Travel Accounting
    1 unit Master data/Manual customer invoicing

  • Manager, Accounts Payable Section

    Ericsson Shared Service AB

    (Public Company; 10,001 or more employees; ERICY; Telecommunications industry)

    January 2000 — April 2001 (1 year 4 months)

    Section Manager (IPE code 58), Ericsson Radio Access (ERA) at that time Ericsson largest Acc Payable dept.
    (Responsible for 2 managers + 73 employees)
    5 groups Ericsson Radio Systems AB Accounts Payable

  • Team Lead, Accounts Payable & Finance

    Ericsson R&D AB

    (Public Company; 10,001 or more employees; ERICY; Telecommunications industry)

    July 1997 — December 1999 (2 years 6 months)

    Team leader (IPE code 56), for one of UAB Finance teams including 5 employees
    3 employees working with Accounts Payable
    1 employee working with Fix asset register
    1 employee working with currency fixed rates and netting/reconciliation

  • Lecturer, Seminares

    Hjärtum seminare

    (Education Management industry)

    January 1998 — December 1998 (1 year)

    Examples of seminares;
    - Procurement to Payment-process (PtP)
    - Efficiency in process and KaiZen
    - Internal projects
    - Administrative efficency

  • Manager, Finance

    Norsk Hydro Sverige AB

    (Public Company; 10,001 or more employees; NHY; Oil & Energy industry)

    April 1996 — June 1997 (1 year 3 months)

    Shared service center (financial accounting) for Norsk Hydro subsidiaries in Sweden. Responsible for 3 subsidiaries;
    1. Hydro Gas AB, 4 employees (gas)
    2. Carmeda AB, 27 employees (medical)
    3. Hydro Aluminium Conductors AB, 4 employees (conductors)
    Controlling and accounting, tax reporting to the authority
    Payroll, 34 employees
    Accounts closure and bookkeeping - closing and reporting
    Co-operation for the income-tax return report and group reporting
    Contact person for the central ERP-system - SUN

  • Salesman, Financial Consulting (private persons)

    Molipid AB

    (Financial Services industry)

    January 1996 — March 1996 (3 months)

    Contacts with private customer
    Introduce of optimal financial solutions
    Co-operation with branch colleagues

  • Lecturer

    TBV

    (Primary/Secondary Education industry)

    January 1996 — March 1996 (3 months)

    Finance / Accounting / Zoology

  • Trader, International consultant and trader

    KIMD

    (Import and Export industry)

    February 1995 — December 1995 (11 months)

    International market development and consultant.

  • Manager, Export and Logistics

    Astrids Fiske Export AB

    (Food Production industry)

    April 1995 — September 1995 (6 months)

    Export of fish from the west coast of Sweden
    Global contacts/dealing with buyers
    Handling of export documents
    Logistic and warehouse coordination

  • Salesman, Financial consultant

    Finans & Upphandligs Rådgivarna AB

    (Investment Management industry)

    August 1994 — March 1995 (8 months)

    Financial consulting of EC-benefits and support to Swedish companies
    Cooperation with large financial institution
    Operated projects for smaller companies to secure financial resources

  • Salesman

    Skogslyckans Zoologiska

    (Retail industry)

    June 1989 — July 1994 (5 years 2 months)

    Salesman (and Company owner),
    Pet Shop Boys; Importing tropical fish and -plants from Singapore.
    A Pet shop that focus on customer relations and high quality imports of tropical fish and -plants.
    Slogan; “Biotope, an utopia? Not at all!”

  • Manger, Supplier Account Manager (SAM)

    Saab Automobile

    (Public Company; 5001-10,000 employees; Automotive industry)

    March 1993 — May 1993 (3 months)

    Supplier relations, and management of penalty interest and demands

  • Manager, Account Receivable department

    Saab Automobile AB

    (Public Company; 5001-10,000 employees; Automotive industry)

    February 1992 — February 1993 (1 year 1 month)

    Acc Receivable group 4 co-worker and
    Sundry invoicing unit 3 co-worker
    Global/International Customer relations
    Accounting, account tuning and -reporting
    Co-operation with the financial department reg. currency risk management etc
    Demand, and debt recovery activity
    Development of ERP-system (WM-Data KREOL) together with EDS

  • Manager, Export credit

    Saab Automobile AB

    (Public Company; 5001-10,000 employees; Automotive industry)

    January 1991 — January 1992 (1 year 1 month)

    Handling officer of export credit
    Global Customer Relations
    Reporting to the head of the Financial Department

  • Business Controller

    Saab Scania, Car Division

    (Automotive industry)

    February 1990 — March 1991 (1 year 2 months)

    Central BC-function
    Report to the border of directors, CEO, construction, technical division and production.
    Cooperation with Procurement department

  • Controller for Saab printed matters

    Saab Scania, Car division

    (Automotive industry)

    July 1986 — January 1990 (3 years 7 months)

    Business Controller for purchase of approx. 800 articles printed matters per year.
    Printed matters, product calculation
    Co-operation with distribution and Customer invoicing
    Accounting and controller of invoices from Supplier
    Bookkeeping in WM-Data EPOK and EPOS
    Financial reporting to the Head of the department

  • Production robot-programmer

    Saab Scania, Car division

    (Public Company; 10,001 or more employees; Automotive industry)

    January 1985 — June 1986 (1 year 6 months)

    Production, Chassis-/Body-technique

  • Salesman

    Akvarie & Fågelaffären Zoologiska i Uddevalla

    (Retail industry)

    August 1979 — December 1982 (3 years 5 months)

    Salesman, orderhandling and distribution in a local Pet Shop, mostly during my studie time.

Mats Kallmyr’s Education

  • Gällöfsta

    pass , FUGL (FIRO etc) , 2007 — 2007

    The UGL program was first developed for the Swedish National Defense Academy in 1981. The program is structured around Will Schutz’s FIRO-theory (Fundamental Interpersonal Relationship Orientation). The systematical approach of this theory gives the participants the opportunity to experience, and follow, the leadership.

    This FUGL program differs significantly from “traditional” leadership development programs. The pedagogical approach of the UGL program is based on “Experiential Learning”, which means that new learning is acquired through the following four steps; experiencing, reflecting, generalizing and testing new behavior.

    By attending the FUGL- program you will receive the essential tools necessary for effective leadership, such as:
    • Group Maturity Assessment
    • Conflict Resolution
    • Effective Communication
    • Situational Leadership
    • Increased Self-awareness
    • Active Listening

    UGL need to be done before you do the FUGL-Program

    Activities and Societies:
    10 days

  • Semcon

    pass , Project management with MS Project , January 2006 — January 2006

    2 days

  • ESI International

    pass , Program manager , November 2005 — November 2005

    3 days

  • Semcon

    pass , Human Skills for Project Managers , April 2005 — April 2005

    4 days

  • Semcon

    pass , PROPS Project leader , February 2005 — February 2005

    3 days

  • Semcon

    pass , PROPS Introduction , February 2003 — February 2003

    1 day

  • PM consult, Zwedberg & Partners

    passed with distinction , Share it leadership , January 2001 — December 2001

    Activities and Societies:
    12 times x 2 days, during 1 year (including task to do in the home organization)

  • Gällöfsta läroriket

    pass , UGL (FIRO etc) , 1999 — 1999

    The UGL program was first developed for the Swedish National Defense Academy in 1981. The program is structured around Will Schutz’s FIRO-theory (Fundamental Interpersonal Relationship Orientation). The systematical approach of this theory gives the participants the opportunity to experience, and follow, the leadership.

    This UGL program differs significantly from “traditional” leadership development programs. The pedagogical approach of the UGL program is based on “Experiential Learning”, which means that new learning is acquired through the following four steps; experiencing, reflecting, generalizing and testing new behavior.

    By attending the UGL- program you will receive the essential tools necessary for effective leadership, such as:
    • Group Maturity Assessment
    • Conflict Resolution
    • Effective Communication
    • Situational Leadership
    • Increased Self-awareness
    • Active Listening

    Activities and Societies:
    5 days

  • Ericsson University

    passed with great distinction , Ericsson Core Leadership , January 1998 — December 1998

    Activities and Societies:
    12 times x 3 days, during 1 year (including task to do in the home organization)

  • Ericsson University

    passed with great distinction , Leadership assestment , April 1998 — April 1998

    Activities and Societies:
    3 days leadership test

  • Eductus

    University , Advance Finance Education (HFU) , August 1994 — June 1996

    Activities and Societies:
    Finance
    External accounting
    Business laws
    Taxes

  • Eductus

    International Market Developer , European (EC) market , January 1994 — August 1994

  • Agneberg school

    Upper secondary school leaving certificate , Finance increased course , February 1993 — June 1993

  • Military training

    Sergeant , Leadership , 1983 — 1984

    1. Infantry 17,Uddevalla
    2. Infantry 16, Halmstad
    3. Signal 1, Karlsborg
    4. Stockholm’s castle
    5. Commando, Karlsborg

    Activities and Societies:
    1. Military leadership training, Corporal
    2. Commander school, Petty Sergeant
    3. Signal school, Sergeant
    4. Royal guards, Patrol officer
    5. SÖB (spec. practise for officers), Sergeant

  • Agneberg school

    Upper secondary school leaving certificate , Advance Finance Special course , August 1981 — June 1982

  • Agneberg school

    Upper secondary school leaving certificate , Finance, Marketing , August 1979 — June 1981

  • Berg/Sommarhemmet school

    Compulsory school , 1970 — 1979

Additional Information

Mats Kallmyr’s Websites:

Mats Kallmyr’s Interests:

I regularly train martial arts (aikido), fitness and tennis. When possibilities are given I scuba dive, downhill skiing and play some golf.

Mats Kallmyr’s Honors:

Who’s Who (1998-2000)

Mats Kallmyr’s Contact Settings

Interested In:

  • career opportunities
  • consulting offers
  • new ventures
  • job inquiries
  • expertise requests
  • business deals
  • reference requests
  • getting back in touch

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