Benny Olsson
CTO at Norce Technology | Book enthusiast, photographer, and musician
Malmö, Sweden
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📚 Bookworm. 🎸 Musician. 📷 Photographer. 💡 Creator.
Benny Olsson is the CTO at Norce Technology, leading an engineering department of three engineering managers and a team of developers. With a background in software development, architecture, and company-building, he is deeply involved in coaching technical leaders, driving strategy execution, and fostering an inspiring engineering culture.
Starting his career in the aftermath of the dot-com crash in 2000, Benny has worked across web apps, databases, low-level OS development, and emulators. But beyond the code, his focus has always been on the interplay between technology and business—ensuring that engineering teams don’t just build great software but also create real business impact.
As a founder, he has started companies that have grown and merged into larger organizations, giving him hands-on experience in scaling teams, navigating technical strategy, and leading through change. Since joining Norce Technology in 2018 as Lead Architect (and stepping into the CTO role in 2022), he has been shaping the future of e-commerce platforms—bridging technical excellence with business-driven engineering leadership.
Area of Expertise
Topics
Strategy Execution 101
Why is strategy and strategy execution so hard, and is strategy really something that everyone should keep top-of-mind?
The answer to the last question is a resounding YES. The first question is a bit trickier..
In this session we'll take a pragmatic approach at how to define a strategy, setting measurable goals, and executing on it. Using a battle-hardened process that has helped organizations both big and small to navigate out of the daily, reactive, grind into a proactive mindset with measurable goals.
The process works regardless of company size and whether or not you're using it only in your part of the organization or in the company as a whole.
We'll pay special attention to how to maintain discipline in strategy execution so that your next strategy meeting will actually be meaningful and not just forgotten the moment you leave the meeting.
This talk is useful for both founders that want to scale their company, C-level, or mid-level managers. But also for the everyday person that wants a better insight into long-term planning and strategical thinking from a leadership perspective.
Dedicating 6 months to quality & stability - Key takeaways and what you can learn from our journey
Our engineering team (~25 people) inherited a legacy codebase and repackaged it to run on a modern and scalable app platform. With no time to modernize the codebase before hitting showtime , and thus the unveiling and initial migration of customers from the old environment to the new can't be described as anything but a grandiose failure. We had major issues with quality and stability, mostly related to the actual codebase and us now encountering corner cases on a regular basis due to the scalability of AKS, but the problems also stemmed from us not having created the right conditions for those of our developers who were new to the codebase - which in all honesty was most of time. We had set ourselves up for failure by not providing guidance, training, nor reasonable processes around QA and release management.
Everything came to a grinding halt and we spent the next six months focusing solely on quality and stability.
It was six grueling months of bug fixing, infrastructure optimization, observability-reboot, and process management - but I'm proud to say that we made it, and boy did we learn some important lessons along the way!
This session is tech-agnostic as I won't dive deep into the technical side of things. Instead, I'll look at what we did to align our entire Engineering organization on a single focus for such an extended period of time, we'll see why it's all about the people and why early buy-in from informal leaders in the organization is key, and finally look at how you can find sustainability in long-running transformation processes and avoid burn-out of both the organization and your individual team players.
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