Meet RAIN.global Business Team

Foreword by RAIN.global founders Henri Kivioja and Jarne Atsar :

Who is Rutger Reman ?

Henri: Rutger is the man who comes fully alive when free falling from the sky while paratrooping or engaging with the customer. His superpower is to identify the connection between a customer's need and our ability to delight the customer with RAIN capabilities to fulfill that need.?

Rutger is super smart, engaged, and likes to get things moving. He is a perfect complement to our tech-savvy team and feels like he is always at home when engaging with the customer.

Jarne: At the dawn of the millennium, I teamed up with Rutger Reman, a product management maestro at Ericsson. Our chats were a whirlwind of enthusiasm, even amidst the rocky post-internet bubble era.

Cue a comical twist in 2001: Ericsson was all about creating nifty platforms for different applications, overseen by stern steering committees. Rutger and I, on a mission from our boss, turned into really tough negotiators at one of these meetings, determined to get our ideas on the board. But here's the kicker: shortly after our hardball play, a management shuffle turned our stern meeting adversary into our new boss!

Rutger's initial reaction? A mix of excitement, panic and anticipation, wondering about the new opportunities -or maybe the complete lack of them- ahead. He rang me up, completely caught off guard by our very unexpected turn of events.

As it turned out, everything worked out for the best. That moment of shocking surprise? Absolutely priceless – a perfect blend of corporate drama and accidental comedy!

Rutger, Thank you for all the great times we shared!

Introducing Rutger Reman, a seasoned Telco industry leader known for his expertise in team management, market strategies, partnerships, innovation, and gaining a competitive edge. His approach to leadership and dedication to understanding diverse markets offer valuable insights. Let’s read more about Rutger's perspectives in the following article.

Rutger, you've had extensive experience in the Telco industry, leading teams in various regions. Could you share a pivotal moment from your time in telecommunications that shaped your approach to leadership and team management?

-Upon my relocation to the Middle East at the end of 2009, I was confronted with the challenge of leading and managing a geographically dispersed team. The divergence in cultural drivers necessitated a unique approach to uphold the core values of our company. The pivotal aspect of my leadership strategy involved dedicating time to understanding and motivating my team towards our collective goals. Regular follow-ups to ensure progress and the celebration of all successes, regardless of their size, were instrumental. This approach underscored the significance of every team member's contribution towards our shared objectives.

Telco markets are incredibly diverse globally. How do you approach adapting strategies for different regions, particularly in terms of sales and marketing, considering cultural and market-specific nuances?

-Having worked across Europe, Africa, the Middle East, and Asia over the last two decades, I've encountered significant regional differences. However, the key to success lies in clearly articulating our goals. This clarity, coupled with establishing feedback loops and rewarding behaviors that drive success, fosters alignment and motivation across diverse teams. Public recognition within the unit or company further amplifies this effect, bridging cultural and regional divides.

Your role has often involved navigating partnerships and collaborations in the Telco sector. What strategies have you found most effective in fostering successful partnerships, especially in diverse, multi-cultural environments?

-The cornerstone of fostering successful partnerships is dedicating time to understanding our partners' needs comprehensively. Encouraging open communication transforms the partnership beyond mere transactions, creating a foundation built on mutual understanding and shared goals.

In your experience, what role does innovation play in the Telco sector's growth, and how have you fostered a culture of innovation within your teams?

-Innovation has been pivotal in the Telco sector; however, during my last 15 years, it was traditionally driven by procurement processes that may not immediately recognize innovation values. Recently, there's been a shift towards decoupling the business layer from the technology layer. An example is the rise of Towercos taking over CSP network assets. This separation allows CSPs to concentrate on business development and service sales, fostering an environment where business innovation thrives.

Telco markets are highly competitive. Can you discuss a specific strategy or initiative you implemented that helped your organization gain a competitive edge, whether in pricing, service offerings, or customer engagement?

-The essence of gaining a competitive edge lies in client engagement. Being an effective ambassador for our organization necessitates offering attractive solutions and clearly articulating their value to potential clients. This approach not only differentiates us in a crowded market but also establishes a strong value proposition for our services.

Outside of the business world, how do you unwind from the fast-paced Telco environment? Do you have any hobbies or interests that provide balance to your professional life?

-To maintain balance, I engage in multiple hobbies, with wingsuiting/skydiving being my favorite. It demands acute mental focus and precision, providing a thrilling yet meditative escape from the demands of the professional realm.