Dear team at Jobgether,

I'm a technical project manager with over two decades of experience keeping complex, multidisciplinary projects moving. That includes a four player mobile game built with a team spread across three continents, and a national assessment framework used by teachers across Sweden. What ties it together is the same instinct every time: do whatever it takes so the other person never has to come back and ask. Write the instructions, film the walkthrough, show up on remote support myself, document things precisely enough that nobody has to guess, and take ownership of the parts nobody else wants to own.

Leading agile product development from concept to launch is where I've spent most of my career. Ninja Fingers, a four player game for iOS and Android, started as a paper sketch. From there I hired in consultants from Gothenburg, arranged music from Brazil, and brought in sound design from Japan. The result is a fully launched game that is still available today. Together with six other developers, I also wrote my own project methodology before 'agile' was an established term.

Coordinating across disciplines is where I've spent most of my career. As CMS support lead at the University of Gothenburg for close to four years, I was the single point of contact between hundreds of web editors, the IT department, and KnowIT, the external developers who managed our Infoglue CMS. I used Jira to collaborate with KnowIT and wrote clear bug reports to keep their work prioritized. On our own side, I introduced STIG, the university's newly built ticket handling system, with status, ownership, and follow-up built in, along with written guides, short instructional videos, and screen sharing and remote support as standard practice. The result was faster response times, more predictable support, and much better visibility into where things were getting stuck. Whether I was talking to a developer or a customer, the goal was always the same: do as much of the legwork myself as I could. Write it down, film it, walk them through it, so they never had to come back and ask twice.

At NCM, I partnered directly with researchers and leadership to turn a broad ambition, a recurring public seminar series, into something concrete: a plan, a schedule, and clear priorities everyone could work from. It drew up to 300 live participants per session.

Ownership isn't something I turn on for a specific project. It's how I work everywhere. I keep a running work log in every role I've held, so nothing depends on memory. I run my own follow-ups and hold myself to deadlines, which means colleagues rarely have to ask 'how's X going'. I've usually already told them. Priorities matter just as much as follow-through: at the University of Gothenburg, part of the job was always knowing which ticket to pick up first, not just working through a queue in order. I lean on Trello across almost every role I've had, Atlas digital, CMS support, NCM, Irene Publishing, and in my own time, and Jira when working with external developers, whichever fits how the other side already works.

Some of my clearest work on detailed requirements goes back to my time as assistant producer at Burning Man Studios, where I wrote waterfall plans for PC and iOS game projects broken down to the level of individual 3D objects.

A national framework like Diamantdiagnoserna doesn't tolerate loose interpretations either. Every requirement had to be precise and approved before it moved forward. I saw the same discipline at LBi, where I worked as production manager for Volvo's new global website, managing the task list for designers, developers, and copywriters against what leadership had actually signed off on. It was also at LBi that I wrote a design document for an iOS prototype for the first time and saw it built exactly as written, pixel perfect in both looks and function. That's when I knew I was actually good at this.

Andreas has an unusual combination of being both technically skilled and pedagogical, which made him extremely appreciated by our web editors.John Edström

Those same University of Gothenburg tickets in Jira had clear acceptance criteria attached before anything went to development. I've also started using GitHub to keep version history in order, so nothing gets lost between what was agreed and what actually shipped.

The same Ninja Fingers team I mentioned earlier is a good example of what a collaborative environment actually looks like in practice, spread across time zones, cultures, and languages that never really got in the way. Being clear and considerate about how you communicate goes a long way, no matter how far apart people are. I ran my own martial arts club, Atlas MMA, for about three years. Safety came first, always, but right after that came making sure everyone had fun, developed their skills, and trusted each other, even with different goals and backgrounds. That same balance, pushing people while keeping the mood light, is what keeps a delivery team improving instead of burning out.

At Irene Publishing, where I currently work as digital product owner, priorities shift constantly and resources are limited. I run several workstreams in parallel: the website and e-commerce, a newsletter across multiple markets and languages, author interviews produced for YouTube and marketing, and English language ebook and print production through Lulu and Amazon, including sensitive titles about the war in Ukraine. Prioritizing what actually matters, based on business goals rather than whatever is loudest that week, is most of the job.

Staying curious about new technology isn't optional for me, it's constant. Right now that means working hands on with AI coding agents. I used one to bring Ninja Fingers back to life after it stopped working, roughly a decade of iOS and Android updates had quietly broken it, and I hadn't touched the codebase in years. I've built my own tooling around Claude Code's hook system to show live AI activity on physical Stream Deck buttons, and I run local, self hosted language models to understand what happens under the hood, not just how to prompt one. The same approach built Skattjakt, a working meta search tool that scrapes several marketplaces at once.

Running my own company, Code and me AB, taught me to manage several clients at once, each needing something completely different from me. Hair Fashion needed a stylist app kept in constant sync with a magazine's editorial photos. Östra Sjukhuset needed something far more sensitive: an app tracking heart failure patients, syncing their self reported symptoms with data pulled via Bluetooth from wearable monitors. A rotating list of e-commerce clients needed their WooCommerce stores to keep working through constant changes in themes, plugins, languages, shipping rules, and GDPR requirements, often without every plugin vendor updating on the same schedule. There's no single template for how someone wants to work with you, so I learned to read what each client actually needed and adapt. At Atlas digital, one of my clients was the University of Gothenburg. Being clear, asking constructive questions, and showing real curiosity about the technical side of things in my contact with their support team eventually led them to offer me the CMS support position. That's the clearest proof I have that a client relationship was working, and it's no coincidence that most of my recommendations come from people I worked with at University of Gothenburg.

Please feel free to read recommendations from former colleagues and managers, mainly from the University of Gothenburg. I think they reflect who I am as a colleague quite well: linkedin.com/in/andreas-wieslander.