Francesco Misisca

• Providing technical support to local IT during a period in which key competencies were lost in multiple areas.

• Participating in a major acquisition of Deloitte's accounting & payroll organization (500 employees), which included taking over offices, applications, agreements, and data migrations of various kinds.

• Managing the technical aspects of switching HR systems, initially to an external partner named TalentSoft, then—after a competitor called Aspia acquired the business—driving the transition toward Workday.

• Taking the lead from Accountor's side for the technical streams aimed at consolidating/migrating Accountor's IT environment into Aspia's IT environment. This included handling how internal applications would be managed, creating RACI models for various areas of responsibility, and discussing architectural issues with Aspia. Francesco is used to adopting multiple roles and growing within an organization where there is an immediate need, leveraging his extensive experience and business understanding.

• LCM (Life Cycle Management) plan for existing factories. This involved upgrading two sites entirely, including network and servers, and designing a new data center in the form of a 45-foot container. Another factory underwent the same process, but used a 20-foot container.

• Creating RPO/RTO documentation for the entire infrastructure and establishing recovery plans for different parts of the environment.

• WAN segmentation of OT networks from IT networks as well as segmentation of the IT network (different VLANs). This is often underestimated in terms of time and resources, as it can be quite complex to ensure correct ports are neither overly restricted nor unnecessarily open. It must be done methodically.

• Managing backup strategies.

• License consolidation to reduce costs both on-premises and in Azure.

• Budget responsibility for LCM, infrastructure, and software.

Praktikertjänst is Sweden’s largest private healthcare provider, with over 1,200 practices and 12,000

active employees.

In 2018, Praktikertjänst decided to implement a new HR and payroll system from Bluegarden/Visma

Enterprise called HR+8.

A program consisting of 17 projects, each running for 20 or 40 weeks, was launched to handle tasks

related to migration, configuration, master data, access rights identification, operational data warehouses,

data warehousing, and integrations. I delivered three of these projects over 12 months, each having close

dependencies on the others.

• First Project: Implementing a new integration platform on-premises and in Azure. BizTalk was

initially selected and procured, but as the team’s Azure knowledge grew and new features were

released, the program—on the project’s recommendation—canceled BizTalk in favor of Azure,

resulting in savings of 8M SEK.

• Second Project: Identifying all data flows between HR+8 and the rest of the organization. Master

data became critical, as the legacy environment allowed multi-mastering of HR data, which could

be manipulated or enriched in other systems.

• Third Project: Conducting a four-week feasibility study and leading the project to provide a

cloud-based integration solution to the program. Adopting Azure’s iPaaS solution so early led to

significant troubleshooting due to limited documentation and some services not working as

expected. Many lessons were learned that will be valuable in future similar projects.

We used technologies like Logic Apps, Azure Functions, ServiceBus, and EventGrids. During this period,

the project team included a Scrum Master, requirements specialists, testers, a test manager, and 15

developers split into two teams, all working with agile methodologies. One challenge was to maintain an

agile approach to development within a traditional program and project structure, requiring extra attention

to planning, dependencies, and risk management.