After more than 27 years working exclusively with municipalities, regions, and government authorities, Robert Jakobsson has developed an instinct for recognizing when digitalization is truly moving forward and when it is quietly standing still.

He has seen ambitious strategies stall under legacy constraints, modernization budgets disappear into maintenance and IT teams burn out while trying to keep fragile integrations alive.

What drives him, even after decades in the field, is the moment when progress becomes tangible. “The kickback of when you see you’re doing good is like a treatment,” Robert says. “You like to see that you can change something that wasn’t working.”

Today, as Head of Public Sector at Frends in Sweden, that motivation is paired with a platform and an organization built for exactly that kind of change — practical, scalable, and grounded in the realities of public-sector work.

Why he chose Frends

Robert’s career has been shaped by long-term responsibility. Public sector IT can’t rely on flashy pilots. It has to be about building systems that citizens depend on every day. Over time, that responsibility has sharpened his sense of what matters, and what doesn’t.

“I have a fire in me to helping the public sector because they are struggling with money, they’re struggling with everything,” he says. “I care about the big organizations, but also the smallest municipalities. We have to have a solution for everybody.”

Frends entered his story not as an employer, but as a competitor. That mattered.

“I had Frends as a competitor before,” Robert explains. “And when I said yes to Frends, it was actually that I saw that they had started doing something I could build the story around.”

For Robert, credibility comes from alignment between what is promised and what is delivered. “Every demand the public sector has — usability, speed, saving money — that was already there before I landed,” he says. “So when I came here, it had to be real. And it was.”

The pain points he recognizes immediately 

Decades of experience mean Robert rarely needs long introductions to understand where an organization is stuck. The same patterns surface again and again, often regardless of size.

“Municipalities talk about APIs, but they still work with file transfers,” he says. “They talk about AI, but there is no AI in that sense. They are still stuck with legacy systems and have to run after the latest technological advancements of today.”

Behind the technical gap sits a deeper issue: loss of control.

“Everybody knows the data is owned by the municipality,” Robert explains. “But third parties build walls around it. You can’t reach it, you can’t use it, and that’s the biggest problem.”

Without access to data, digitalization fails to reach its transformative potential.

“They need the data to make decisions. They need to understand the legal aspects. They need control,” he says. “That’s the asset. That’s everything.”

Why collaboration changes the equation

One of the most significant shifts Robert has observed in recent years is how municipalities have begun to work together, sharing solutions instead of reinventing them.

“We’ve given municipalities a place where they can pick and share great solutions that other municipalities use,” he says. “I really believe the last three years, the whole municipality sector has started talking to each other more.”

This collaboration reduces dependency on external vendors and consultants.

“In the best cases, they don’t need external consultancy groups,” Robert explains. “They can take care of it themselves, with help from other municipalities that have already done it.”

What emerges is a stronger ecosystem, one where integration becomes a shared capability rather than an isolated project. “We’re doing other things than just delivering a great platform,” he says.

Why waiting is the most expensive decision

Robert’s most repeated message to public sector leaders is also his simplest and most urgent: “Waiting for a solution that looks 100% perfect on paper is going to cost you so much money,” he says. “You’re already paying enormous amounts today — you just don’t see where it’s going.”

Postponing modernization rarely reduces risk. Instead, it increases operational fragility and locks organizations deeper into costly structures.

“Every system change costs money. Every delay costs time,” he explains. “And very often, it costs more than a full Frends license for a year.”

That’s why he urges action — even if it starts small.

“Don’t wait. Do it now,” Robert says. “Even if it’s the smallest step. Start taking control of your data.”

An advisory role built on listening

Robert is careful to distinguish guidance from selling. His approach starts with understanding, not prescribing. “We start with listening,” he says. “Understanding what problem you actually have, not what solution you think you need.”

Frends’ advisory model reflects this philosophy.

“We don’t take money for the discovery phase. We don’t take money for technical deep dives,” Robert explains. “If you don’t choose Frends, that’s okay. You still leave with a clear understanding of your environment.”

This transparency shifts ownership back to the organization. “Instead of calling support because a file didn’t arrive, the discussion becomes: how should this process work in the future?” he says.

A personal commitment to the sector

For Robert, this work is personal, not transactional.

“I care a lot about this sector,” he says. “I want to hear what they’re struggling with today. I want to continue to learn and help.”

His invitation is open and low-threshold. 

“Contact us. Talk to us,” Robert says. “Even if you don’t buy Frends, you will get guidance, understanding and a better foundation for your decisions.”

And his closing message leaves no ambiguity:

“Don’t wait. If you have the budget — do it now.”