Tag: Project Management

  • How Structure and Transparency Help Johan Gärdsmark Lead HemoCue´s Firmware Team

    How Structure and Transparency Help Johan Gärdsmark Lead HemoCue´s Firmware Team

    Johan Gärdsmark, Manager of Firmware and Project Manager at HemoCue, strives for open communication when his team members face new challenges and steep learning curves. As they build new software and support HemoCue’s point-of-care blood diagnostics products, Johan’s perspective on teamwork and what success actually looks like comes from a surprising place: coaching his son’s volleyball team.

    What is your role at HemoCue?

    I’m the manager of our firmware team and a project manager here in Sweden. My team´s and my job is mostly about defining and designing features for new products. Another part of my role is to collaborate with my colleague in India, Shanti Pi, who leads the work with our cloud and application development.

    The way I split my time varies. Depending on the situation, I may spend 20% of my time as a manager, 50% as a project manager and 30% on other activities, for example supporting people who need help.

    A male in a black shirt points at a computer screen while a seated female team member looks on.

    How would you describe your leadership style?

    As a software engineer, you have to be very structured and detail-focused. Because of my engineering background, I thrive in an action-oriented environment with clear decisions and responsibilities. I like when answers are black and white, but in reality, they are often in the grey zone. Nonetheless, they also need to be handled to drive action and decisions.

    Transparency is important to me. I’m quite open with my team—as much as I can be—about plans and what’s happening. If someone is delayed, it’s never a problem to say, “This took much longer than we thought it would,” as long as they are vocal about it. It all comes down to keeping commitments, being completely transparent if there are problems, and communicating clearly and accurately. 

    Also, I’m very flexible about working hours. We have the privilege of working with software, and most of the time, it doesn’t really matter if you’re in the office or at home. If someone feels like they perform better at home, they are free to decide for themselves. On the other hand, it’s important to me that we have a good team atmosphere and I encourage the whole team to meet at least once a week.

    As a coach to my son’s volleyball team, I see similarities between coaching that team and coaching team members here. It’s about team spirit, making everyone feel engaged and wanting to reach common goals together.

    For example, we were at a volleyball tournament and we lost the bronze medal match. But I’m 100% sure everyone on the team was excited and had a great experience regardless. Even if the ultimate goal is to win, we can enjoy the challenge and celebrate our learnings which will make us stronger in the long run.

    You touched on transparency. Can you speak more about how that comes into play on your team?

    It can be seen in our daily work and how we collaborate. When we review each other’s code, there can be opposing opinions and conflicts, but I expect everyone to keep it at a professional level. It’s important to be open about defects. For example, if we identify a defect in software, I want my team to be open, not passing on problems to the next person. Obviously, it’s never good when we miss something, but we should celebrate the fact that we caught it before it reached the customer.

    From a company perspective, my team members are viewed as experts in anything that has to do with software. That’s not always the case, but because we are small in numbers, we need to have a broad set of competencies rather than being specialized in one area. We must take on assignments that may require a big learning curve for us. For example, new technology platforms that may require a certain set of development tools, programming languages, architectures or design patterns.  

    Together, we’re getting started on that journey. We find a plan and learn from the experts. If someone is uncomfortable with an assignment because they feel like they lack the correct competence or experience and they’re open about that, then it becomes a discussion. That discussion might end up with me telling them I want to challenge them, and then I make sure to act as support throughout their journey.

    What could someone new to HemoCue expect?

    The first thing I noticed when I came to HemoCue was that everyone said “Hello” in the corridor, even though I didn’t know them. It’s a welcoming feeling. You have this closeness and access to the different departments. We take time to help each other because we have a common goal. It’s quite easy to get the bigger picture of what we’re doing and why we’re doing it.

    We’re creating medical devices, so documentation and understanding the complete system are important. If you only want to code without really thinking about how it helps healthcare professionals, then HemoCue might not be the right company for you. Our focus is on the outcome and on stable, robust, reliable devices with a high focus on quality, so we’ll never do fast, progressive, weekly updates to our software.

    What continues to draw you to HemoCue?

    As I mentioned, we’re a small team, and at HemoCue that means we’re agile and flexible. That’s the advantage of being a small company. But that also means the priority can switch quite fast. You need to be willing to adapt and take ownership at work. If you’re willing to do that, it’s very engaging because then you have an opportunity to learn and grow.

    I can honestly say that I never planned on staying at HemoCue for 12 years, but many factors have kept me here. I have been challenged, I have great colleagues and the atmosphere here overall has made me stay.

    A man in a blue shirt holding a volleyball standing in front of other players and a volleyball net in the background.

    How could a new associate expect to grow professionally?

    As soon as I joined, I became the expert at low-level development because I came with that background and there was no one else with those skills. I felt that I was responsible from the beginning. If someone joins who has expertise within a specific area that they want to develop in, they may soon become the expert with growing responsibilities.

    Another great thing about working at HemoCue is that we can actually influence the customer’s experience of our new products. If you’re in an organization with thousands of people working on the product, you have a very, very small chance of doing that. For example, we’re developing a new product with a graphical user interface. Somebody on my team might say, “We should not use that icon; we should use this symbol instead.” And that feedback might be put to use straight away in the design process. You can really impact the design of the final product. That’s really, really cool.

    What are you excited about?

    I’m looking forward to further growing my team as software always seems to be on the critical path for every project. Also, to continue collaborating with Shanti and her team in India and see how we can grow together.

    I’m also excited about our endless number of opportunities. We are a global company with several hundred thousand analyzers on the field in 130 countries, testing 400,000 patients per day. From a global health perspective, it’s mind-blowing to think about what we could do with that data.

    But mostly, I’m looking forward to my team supporting the rest of the organization with new products.


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  • Empowered to Lead: Sara Karlsson is Driving Continuous Improvement and Growing as a Leader

    Empowered to Lead: Sara Karlsson is Driving Continuous Improvement and Growing as a Leader

    Sara Karlsson is a Project Manager in Value Analysis and Value Engineering, building a continuous improvement program from the ground up, helping HemoCue become more aligned and efficient in reaching its goals. Here, she discusses the importance of interdepartmental collaboration and how HemoCue is supporting her as a female leader in a traditionally male-dominated field.

    What brought you to HemoCue?

    In my last company, I had a role as a project manager within a group of people working with continuous improvement. HemoCue wanted those same discussions about continuous improvement and gave me the opportunity to create my own process in the organization. I liked the challenge of building something from the ground up.

    Also, since I have small kids, HemoCue’s passion for employees’ families and private time appealed to me. I can work from home if I want to. I rarely do, because I like to be in the office, but if the kids get sick, then I can work from home and it’s not an issue. They respect your private life. I think that’s a winning concept.

    Tell us about your role at HemoCue.

    I’ve worked in my position for 2 years now, but it’s changed a lot since I started. I was hired as a continuous improvement engineer and project manager. As time went by, we realized maybe we need more: a focused organization to work with continuous improvement. It’s not a one-person job. Today, I have a core team of seven people who put around 50% of their time into this area.

    We take on continuous improvement projects, such as improving the overall equipment efficiency in manufacturing. We calculate different parameters like the amount of stop time and waste to get a score that tells us how efficient our processes are. We also look at where we have excessively high costs and try to reduce the fees, replace what we think is too expensive or improve something where we scrap a lot.

    When I started, the different departments were isolated, not communicating enough with each other. One of the reasons for creating my role was that the leadership team wanted more cross-functional work. We’ve needed to create structures and regulatory meetings. So, my biggest impact has been saying, “We need alignment.”

    Describe some challenges you face in your role.

    Since my team consists of people who only work for me some of the time, it demands a lot of relationship-building, follow-ups, and time management. We have to create a balance between their work within and outside continuous improvement. That’s been the toughest challenge, to not put one role above the other or take away from their work in either role, but I think we’re starting to get there.

    For the people who were already involved in continuous improvement last autumn, I don’t have to explain the value of what we’re doing. They buy it. But if I put together a new project team, we’ll need to take it from the beginning. I think it’s a mindset. In my department, it’s crucial that we are aligned with other functions because otherwise we’d have a lot of problems.

    As an improvement leader, the downside is that I see all the issues. Even though I like a lot of our processes, I still see where we can do better. To someone else, it may seem as if I’m complaining, but that’s not my purpose. It’s just that I see room for improvement and it’s my job to say something.

    Of course, there will always be people who think I’m a young woman coming in only to point out problems in processes that have worked for years. And to an extent that’s true. There were really good processes within R&D, and really good processes within Operations, but they weren’t talking to each other. Now that we’ve completed some projects, the majority of people in the company have seen the results. The reaction has been much more positive now than before. I think we’re earning trust in the process.

    How have you been supported in facing those challenges?

    I knew it was going to be tough coming into a company to make changes and improvements, so I told HemoCue I needed to be supported.

    The company set up coaching sessions for me with the Human Resources Senior Director, who is a woman. Every month, we talk about the challenges of being a woman and a leader. I think women worry, “When are they going to discover I’m not this good?” A man would never think like that. He would just be like, “I’m this good.” If I think, “OK, I don’t know how to tackle this conflict,” or if something makes me feel uncomfortable, I can talk to my coach. She doesn’t tell me what to do; she makes me think in other ways.

    HemoCue also sent me to leadership development training last spring—we spent three days out in the woods. They want to help develop more women leaders. My coach has been very excited about it, and we’ve talked a lot about how I can use the different tools I learned. Not only how I can use the tools today, but how I can improve upon them.

    What do you see for your future?

    First, I really want to develop within leadership and work with people. Of course, because I’m an engineer, I like the numbers, but I like to work with people.

    Also, I have a vision that we develop continuous improvement, and that we have more than dotted lines. We’ll have a department working with it, maybe three or four product leads belonging to the group. We need to build an organization of more people actually doing improvements.


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