We know what it’s like to be consultants. But what does it look like from the other side? What is it like to collaborate with Avalon? What parameters are important to streamline the onboarding of consultants? We took the opportunity to talk to Andreas Hertzman, Mechanical Engineering & Tech Writer Manager at MilDef, who has been collaborating with Avalon for a while.

MilDef is a system integrator and full-spectrum provider specializing in robust IT for the military, government, and critical infrastructure sectors. They provide hardware, software, and services that help digitize crucial information flows in the toughest conditions and most challenging environments.

Hello Andreas, tell us a bit about yourself!

Hello! I was born and raised in Helsingborg but had a break from this lovely city during my study years, which I spent up in Karlstad. Once I finished my education, I ended up back in Helsingborg and specifically at MilDef, as a mechanical designer. After 8 years here, I spread my wings at Axis in Lund for almost 5 years, with a position as a mechanic that later evolved into a mech.lead role. Almost 5 years ago, I came back “home” to MilDef and then took on the role as the head of Mechanics and Tech Writers.

I live with my wife Louise and my two children Sam and Bob in a house in Eskilsminne. The time not spent with family, some house projects, or as a football coach in Eskilsminne is dedicated to training, keeping the body fit for skiing 😊

Andreas Hertzman, Mechanical Engineering- & Tech Writer Manager at MilDef

What is most important to you when assembling your project team?

Generally, we have fixed project teams composed of different disciplines; PM, mechanics, tech writer, electronics, SW, and verifications here at MilDef. These project teams are tight-knit and well-oiled and therefore do not change often with more than one discipline, when someone, for example, develops internally, goes on parental leave, or similar. A new person in such a team often quickly gets into the work with the help of other project members and with support from colleagues in the same discipline.

In my mechanical team, I try to ensure there is a broad knowledge base within the group, but individuals preferably have some expertise. That way, everyone is self-sufficient in all basic tasks, while in the group, there is someone you can seek support from for certain more complex tasks or corner cases. We spend quite a bit of time on improvement work in my group, ranging from processes to tools, and there you can also get the chance to specialize further. My view is that improvement work is something that both the individual and the company benefit from.

What do you value most in your collaboration partners offering external expertise?

Sometimes there is a resource shortage with good foresight, and then it is, of course, easier to find good paths forward, but sometimes something unpredictable happens, and then time becomes crucial for a solution, and flexibility becomes extra important. With Avalon, we have several times managed to find flexible solutions very quickly, and I appreciate that.

What can be the advantages of bringing in consultants for your development projects?

Most of the time, it has been about staffing during resource shortages for me, rather than bringing in consultants to introduce new knowledge. So in those cases, the advantage has been flexibility. But often consultants also bring impressions and experiences from several different previous assignments and can therefore provide new perspectives on challenges, which can be valuable.

What is the key to quickly achieving efficiency in teams when new team members start?

I think there are various parameters that are important to optimize efficiency within the team. From our side, I see that well-established processes, detailed internal work instructions describing both tools and processes, a well-oiled project team, and a healthy discipline team are important. Additionally, it is crucial that the new resource comes in with the right mindset.