After successfully completing a large-scale and business-critical assignment as Interim Manager for the CIO Office at MTR, Anders Rennermalm reflects on his experiences and shares insights about leadership, digital transformation, and the value Executive Interim Management can bring to organizations in times of change.

Anders, can you tell us about your background in IT and leadership?

“I studied at the Royal Institute of Technology (KTH) in Stockholm and began my career in hands-on technical roles as a programmer, software developer, and technical architect. Over time, I transitioned into project management and more strategic positions. I’ve always had a strong interest in technology and have deliberately sought out roles where I can combine IT with business leadership.”

You have worked as a CIO and even founded your own company. How have those experiences shaped your view on leadership?

“I founded my own consultancy, Tankebolaget, and later served as CIO at Ledarna as well as at a medtech company. Starting my own company was a key milestone. Early on, we made an intentional decision to invest in people – for instance, dedicating one day a week to skills development. That experience taught me the importance of building a culture of trust and continuous growth, and it made me realize just how much I enjoy leadership.”

Why did you choose to follow a career path as Executive Interim Manager?

“It suits me perfectly, both personally and professionally. I’ve been an employee, a consultant, and a business owner, and about 12 years ago I realized that Interim Management was the ideal path for me. My first assignment was at UC. What I appreciate most is the energy each new assignment brings – the rapid learning curve, the chance to understand an organization from the inside, and the ability to identify how IT can become a true business enabler.”

You recently completed an assignment at MTR. Can you tell us more about that?

“I joined MTR in May 2024 as Interim Manager for the CIO Office during a highly pivotal period. MTR was undergoing significant changes to its business portfolio, which led to shifts in its IT structure as well. I was part of driving major organizational and process transformations and helped implement solutions.”

Sounds like a complex assignment. What was your responsibilities?

“The assignment was very broad and multifaceted. I was responsible for IT governance, project portfolio management, IT security, and structural matters. Over time, I also took on areas like IT finance, system management, and vendor and contract management. I thrive in environments where structure and clarity are crucial to success. I often joke that I have a ‘structure and order gene’ – I love when Excel helps create transparency. In large-scale change projects like this, you need both a keen eye for detail and a strategic overview.”

What were the most important success factors in this assignment?

“The collaboration with the client, Joel Askelöf, CIO, was key – from day one, there was mutual trust, openness, and clear communication. A focused leadership team, clear priorities, and pragmatic execution allowed us to carry out an extensive transformation in a short time and in a structured and controlled manner.”

What makes Executive Interim Management so compelling for you?

“Each assignment is a new problem to solve – a new puzzle. I’m driven by understanding complex environments, proposing change, and turning plans into reality. When coming in as an external leader, you have a unique opportunity to ask the difficult but necessary questions. You’re not tied to internal politics and can stay objective, straightforward, and results oriented.”

When do you think an organization should engage an Interim Executive?

“Executive Interim Management is especially valuable when an organization is undergoing change – whether it’s scaling up or down, increasing efficiency, or redefining strategic direction. Interim leaders bring broad experience from various industries and can start contributing from day one. We often serve as catalysts during transitional phases. Once the change is in motion, it’s often time to hand over to a leader focused on long-term stability and operational continuity.”

You have extensive experience in change management. How do you view that role?

“Successful transformation requires a clear vision, alignment on the goals, and a concrete roadmap for getting there. But change is also about people, and we all adapt at different speeds. That’s why it’s essential to communicate frequently, show empathy, and speak in a way that resonates with different kinds of employees. I like to say: ‘I’m good at finding the diamond – even if I’m not always the one who polishes it.’ In other words, I excel where drive and leadership are needed to move mountains.”

What are you focusing on now that your assignment at MTR has concluded?

“Right now, I’m involved in a startup within AI with a few close colleagues. I’ve been interested in AI for a long time – I even had a podcast on the subject called ‘This Is How AI Works.’ The startup world is very different from working in large organizations, but it brings incredible energy and lets me get close to the technology again.”

And when you’re not working – what do you enjoy doing?

“My family and I are renovating a house in Dalarna. It’s a joint project we do together, without any stress or pressure. It’s incredibly satisfying to work with your hands after spending so much time in digital environments.”

With twelve years of experience as an Interim Manager, Anders Rennermalm has built a unique career at the intersection of technology, transformation, and leadership. Whether he’s leading major IT transformations, adjusting strategic direction, or facilitating transitions in complex organizations, he brings depth, structure, and results-oriented focus. In a global context where adaptability and execution capabilities are increasingly critical, Anders’ ability to combine structure with forward-thinking leadership is precisely what defines top-tier Executive Interim Management today.

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