I started my studies at Chalmers, then Computer Science and Software Engineering at BTH, where I also finished my PhD in 2006. Currently I am a Professor of Software Engineering at BTH (full time), a guest researcher at Daimler AG R&D/University of Ulm. For the most part I work empirically (basing and validating research in industry). My research areas include e.g. Technology product management, practical innovation, requirements engineering, process assessment and improvement, and quality assurance. For more details please see: http://www.gorschek.com/doc/research.html
In addition to research I have worked (and still do) in industry (developer, CTO and chief architect). I have started, or been an originator of, six start-ups, with up to 20 employees. I also work as a senior executive consultant, and advisor to corporate boards. A part of my work is serving on boards of several companies developing, or investing in, cutting edge technology, services and product offerings. In addition, I am also chairman of Swedish Requirements Engineering Network and a board member in Swedish Innovation and Software Engineering Institute.
I have substantial experience from several universities, BTH and Chalmers primarily, but also through research and teaching collaboration to University of Ulm and University of Auckland. This has given me insight into shared challenges, but also unique opportunities depending on location, size and specialization - in my opinion BTH has a lot of unrealized potential. At BTH I was chairman of the PhD student section, and have also served in the Faculty board and the University board. In addition I have been involved in several work efforts ranging from quality assurance of master thesis (VBMA), to grading and quality improvement in course based teaching, and was honored with being named teacher of the year in 2006, and researcher of the year 2011. For details please see:http://www.gorschek.com/doc/c_v.html
I try to see opportunities rather than focus on problems. I firmly believe that BTH has the potential of becoming great, but in order to do so we must strive to set our goals high, then allow for all to work in achieving them. I am a firm believer in order, and accountability, that is reward systems that actually work - making it transparent - who is responsible for what - and rewarding hard work. This is sadly seldom the case, which is why I have worked with instantiating concrete mechanisms for active co-worker participation - this has been and is a part of my board work in industry.
I do have several opinions in relation to the direction BTH should take. I believe in specialization and focus - BTH is too small to be good at everything, thus we need to choose. I believe in flexibility and ability to change - rigidness in an organization the size of BTH is very dangerous as we must be able to adapt to a changing world - fast - offering new services and "products". I believe in lean operations - cheap is not the same as good, value should be optimized, not cost reduction. I believe in quality and measurability and follow-up. I don't think that you can come out of any crisis through savings and cut backs, you need to invest in new ideas to develop products and services. Cutting back and saving one krona saves you one krona, investing one krona can give payback a thousand times the invested amount. The university board is instrumental in enabling these changes - and needs to be an active engine, setting strategy - but also assuring that tactics and action is realized. I think that listening to co-workers, eliciting good ideas, discussing possible solutions is key, believing that a handful of people in a board room have better ideas than hundreds of co-workers is not only arrogant, but dangerous. My style of board work has always focused on inclusion and premiering the best ideas.
I can promise I will do my best to listen to all whom I represent, I cannot promise to always agree, but I say what I mean, and I do what I say.