Mikko Keppo

Responsible of leading one of the key teams to drive Digital Transformation in Telia. Team implements network automation to speed up network changes.

Very fast based environment that requires modern software practices and agile processes. Communication and stakeholder management are key for success.

I led Network Cloud Agile Release Train, that is essential part of digitalization in Telia. In my role, I lead teams to build datacenters, virtualization and containarization of Telco workloads on top of VMware telco cloud.

My Network Cloud role included

• Driving and leading Release Train of ca 100 persons
• Defining roadmapping, planning and follow up practices
• Guiding teams in agile and Safe practices

My other hat was to harmonize agile practices of all Network ARTs (6 ARTs) as lead agile coach.

Leader of product development team of Business networking products. My team specialized in Software Defined Networking products. Scope included e2e life cycle from development, deployment to operations and support.

My role included:

- Team management

- Stakeholder management

- Strategy creation

- Setting up sw development and agile practices

I also founded SAFe Product portfolio practices for all Connectivity products, that covers 60% of Telia revenue.

Director level position to lead Product Lifecycle Management IT solution and processes to feed data to Microsoft Supply

My biggest achievement (of my whole career) was to develop and deploy harmonized and modern Product Data Management systems to all Microsoft HW units - Surface, XBox, Cloud & Enterprise (Data Centers) and other HW Products.

Role included:

- Team management

- Leading very global development in Agile set up. ART included 100 + developers.

- Very pragmatic leader as Safe Release Train Engineer

- Deploying Microsoft SW practices cross ART.

- Stakeholder management and collaboration cross supply chain players.

I lead IT solutions and operations for product data management in Nokia for Mobile devices.

Role included:

- Building high performing teams

- Strategy work including new PDM vision

- Driving merge of Nokia and Microsoft PDM systems

- Stakeholder management w. needed governance bodies

- Supplier management and financials

This period included several roles starting from Project Manager and ending to Program manager.

Key achievement was to lead deployement of new PDM system to USA.

Role included:

- Program/project management

- Managing portfolio of projects

- Guiding Project Managers and setting project practices

- Team leadership

Several roles in Stonesoft. Starting as SW programmer and ending to be Business Manager for engineering solutions.

Business Manage role included:

- Team leadership

- Development lead

- Presales activities

- Profit and loss responsibility