Anne-Christine Lane is an experienced Executive Interim Manager with a background spanning several industries and roles. Through Nordic Interim, she has taken on the assignments as Interim Head of Data and Analytics (CDAO) at Telia and is currently Interim Change Manager at Vattenfall via her own network. At Vattenfall, she holds her first assignment without direct operational responsibility – instead, she has a pure transformation mandate, separate from daily operations.
From Hospitality to Digital Transformation
“My career started far from executive teams and change assignments. After studying hospitality and working for a few years in the industry, I realized it wasn’t the right environment for me. I also worked a season abroad for Ving before pursuing my passion for technology – not the hardware itself, but the possibility of using technology to generate new insights.
I studied IT and game programming, but my interest in the visual led me to a year of photography. In 1997, I landed a fantastic role at Aftonbladet in a project with MTV Nordic. I covered festivals, wrote digital diaries, and published online – pioneering work in digital journalism. This was the start of a long journey at the intersection of technology, data, and business development.
After Aftonbladet, I came to Torget (Swedish Postal Services digital platform) and thereafter a 24-year career at Posten/PostNord. I have held roles from System Manager to Sales Director, Head of Retail Network in Sweden, and later strategic functions at Group level. A common thread was constant transformation, tight margins, and the need for new business models.
Being open about what I didn’t know has been a strength. I know I can learn and that organizations hold the competence. The key is to build trust and quickly grasp the bigger picture.”
Moving into Executive Interim Management
“After nearly 25 years in the same group, I wanted to test my experience in new environments. I had never seen myself in a consulting role, but when I understood what Executive Interim Management meant, I realized it was a perfect fit. As an Interim Manager, I take on an operational role with full responsibility for driving the business – very different from management consulting, which focuses on strategy rather than execution. Here, I can use all my tools and experiences to deliver immediate results.”
Proving Value Quickly
“When an organization brings in an Interim Manager, the timeline is already broken – the need is urgent. Unlike permanent recruitment, which usually involves months of dialogue and research, as an Interim Manager you only have days to build trust, create relationships, and deliver value. It’s like catching a train that has already left the station. The key is to ask the tough questions, keep the energy high, and quickly integrate into the team.”
Leading Change with Empathy and Energy
“I see myself as an empathetic leader who emphasizes communication and adapts to employees’ needs, using all available channels for open dialogue. Organizations in transition are often tired and uncertain. Then it’s important to add energy, structure, and motivation.
At Telia, I led a team of 300 employees in the telecom sector – a new industry for me – but I relied on my experience. I didn’t know telecom, but I knew how to ask the right questions and understand technology. Building trust, establishing clear relationships, and quickly understanding organizational drivers are essential. And as an Interim Manager, you bring objectivity – free from internal politics and old truths.”
When Companies Should Use an Interim Manager
Anne-Christine highlights several situations where Interim Management is the right solution:
- When a leader leaves, and the organization needs time to plan the next step.
- When transformation is required, but the current leadership lacks competence or willingness.
- When tough decisions need to be made by someone outside of the internal politics.
- When an organization wants an overqualified leader to bring a fresh perspective.
“An Interim Manager can also support the recruitment process by defining the long-term leadership profile.”
The Demands – and Rewards – of Interim Leadership
“It’s both rewarding and demanding. It’s partly like being a one-person orchestra – you must know a lot, act fast, and stay attentive. It takes courage to be an Interim Manager, but it also provides a unique chance to truly contribute to a company’s development.”
Charging the Batteries
“Assignments take a lot of energy, especially when driving complex change. I recharge through family, travel, reading, hiking, skiing, and boating. Nature is important. It’s essential to fully disconnect between assignments – and be ready for the next one.”