Aug 2025 – Jun 2026
Blekinge Institute of Technology
Advanced-Level Specialization in Industrial Economics, Product & Requirements Management
Building on the technical AI and innovation foundation, this specialisation covers product strategy, business models, requirements, commercialisation and leadership — how customer needs and technology opportunities become viable products and sustainable value.
Aug 2025 – May 2026
Course project — Talking SCADA (product & requirements case)
I used Talking SCADA as a recurring academic case, carrying the original innovation opportunity into product definition, system requirements, value assessment and business planning — what users need, what the system should do, what to prioritise and how the offer could be delivered and sustained.
Course
Strategy and Business Models in Technology-Intensive Businesses
- Product strategy
- Value proposition
- Business model development
- Market relevance
- Go-to-market planning
- Developed a Talking SCADA business plan connecting customer segments, value proposition and strategic direction, positioned around cross-system diagnostics and understandable operator explanations.
- Proposed tiered SaaS packaging, revenue logic, partner channels and a go-to-market path supported by integration, onboarding and ongoing service.
- Treated adoption, willingness to pay and financial viability as assumptions for further validation.
Course
Product Management
- New Product Development (NPD)
- Product Requirements Document (PRD)
- Product vision & strategy
- Product discovery
- MVP definition
- Product Life Cycle
- Opportunity, vision & strategy: applied New Product Development (NPD) thinking and a Product Innovation Charter (PIC) to frame market need, technical opportunity and boundaries — then shaped a product vision and strategy for Talking SCADA, positioned so its value is clear to customers and the business.
- Concept generation & evaluation: planned lead-user involvement and cross-functional collaboration, with technical and commercial screening criteria for Go/No-Go decisions.
- Product definition & business model: connected vision, user needs, functional and quality scope, UX and service model through a Business Model Canvas — linking product definition to how the offer creates and captures value.
- Development planning & PRD: produced a product protocol and Product Requirements Document (PRD) covering target users, the whole offer, scenarios, MVP scope, success measures and acceptance criteria.
- Commercialisation, launch & lifecycle: planned positioning, SaaS packaging and partner channels with pilot use tests before wider introduction, then a staged rollout with performance monitoring and customer-feedback loops across the product life cycle.
Course
Product and Requirements Management for Digital Environments
- System Requirements Document (SRD)
- Requirements traceability
- Cost-Value-Risk
- Requirements prioritisation
- Technical feasibility
- System requirements & traceability: produced a System Requirements Document (SRD) linking interview, observation and prototype findings to goals and requirement IDs — domain, functional, data, quality, integration and policy requirements.
- System & workflow specification: used a context diagram, conceptual data model, interface mockup and task description to define system boundaries and the investigation workflow.
- Value-driven prioritisation: ranked 22 requirements with a Software Value Map, and applied Cost-Value-Risk to critical requirements, considering dependencies and uncertainty.
- Assets & sourcing: analysed reuse of technical assets and domain knowledge with Make/Buy/Share and commodity, qualifier and differentiator classifications.
Course
Agile Process and Project Management
- Agile process
- Scrum
- MVP planning
- Development planning
- Prioritisation / delivery thinking
- Applied agile and Scrum practices to iterative concept refinement — short cycles, scope refined through feedback, and MVP planning to test the riskiest assumptions first.
- Used Talking SCADA to plan a limited first scope and decide what to learn next — sequencing work so evidence could change priorities and the development plan.
- Connected development planning with project management and product-development governance — tracking progress, dependencies and delivery risk.
Course
Leadership in High-Technology and Knowledge-Intensive Organizations
- Stakeholder alignment
- Communication
- Cross-functional perspective
- Studied leadership styles in technology- and knowledge-intensive organisations, then interviewed a practising leader and analysed their style in real context — in my case the person leading and accountable for a data centre.
- Connected the analysis to cross-functional direction: how a leader aligns engineering, operations and business stakeholders around shared priorities, communication and trade-offs.
- Built a personal leadership development plan with structured self-reflection — mapping my strengths and growth areas against the leadership behaviours that fit technical environments.
