A Conversation with Silvija Seres, Newly Elected Board Member of Omda

CEO Sverre Flatby speaks with Omda’s newly elected board member about AI, growth and the future of mission-critical software. Silvija Seres was elected to the Board of Directors of Omda at the Extraordinary General Meeting on 28 August 2026. She brings extensive international experience from technology, AI, digital transformation and board work, including senior roles at Microsoft and Fast Search & Transfer and board positions across several Nordic technology and infrastructure companies.

Sverre
Silvija, welcome to Omda. You have spent much of your career at the intersection of technology, strategy and transformation. What was it about Omda that made you interested in joining the Board?

Silvija
What caught my attention was that Omda makes technology for situations where it really matters. In emergency services and specialised healthcare, software is part of how people do their jobs, often under pressure. It has to work, people have to trust it, and it has to fit the reality of the professionals using it. Omda has spent many years building that kind of knowledge. You have strong products, close customer relationships and a growing international position. That is a very valuable starting point, especially now, when AI is changing what software can do. I also like the stage the company is in. Omda has real ambitions for growth, and there are some important choices ahead about products, technology, markets and acquisitions. These are exactly the kinds of questions I enjoy working with.

Sverre
AI is obviously a major part of your background and current work. We often say internally that AI should strengthen every part of Omda rather than be treated as a separate technology project. Does that resonate with you?

Silvija
Absolutely. I think we are quickly moving beyond the phase where companies run a few AI pilots on the side. AI will become part of how products are developed, how customers use them, how employees work and how the company makes decisions. Omda already has something that many AI companies are desperately trying to acquire: deep knowledge of its customers and their work. A general AI model may know a lot about healthcare or emergency response. It does not automatically understand what a particular doctor, dispatcher or laboratory specialist needs at a particular moment. Omda has spent years learning that. The opportunity is to combine this knowledge with AI in ways that make the products more useful and the company more effective. That requires technology, of course, but also good judgement about where AI genuinely solves a problem.

Sverre
At the same time, our customers operate in specialised healthcare and emergency services, where there is very little tolerance for mistakes. Does that change the way a company like Omda should approach AI?

Silvija
Yes, because the cost of an error can be very high. If AI is helping someone write a marketing text, a mistake is irritating. If it is helping someone make a medical or emergency decision, the same mistake can be serious. That means we need to be very clear about what the AI is doing, what information it is using and where a human must remain responsible. The people using it need to understand its limitations and be able to check its recommendations. Omda has an advantage here because the company already understands these environments and has earned the trust of its customers. In the coming years, the winners in healthcare AI will be the companies that can combine innovation with safety, security and a deep understanding of the work itself.

Sverre
Omda has also simplified the way we describe the company around two principal markets: Emergency and Specialised Healthcare. From an outside perspective, how do you see that positioning?

Silvija
I think it makes Omda much easier to understand. Emergency and Specialised Healthcare are different markets, but they have a lot in common. The users are highly specialised, the workflows are complex, the systems are critical, and the customer relationships are long-term.
That gives Omda a clear identity: you make specialised technology for people doing important and demanding work. It also gives the company a useful test for future investments and acquisitions. Does this strengthen our position in one of these two markets? Does it add knowledge, technology or customer relationships that fit the rest of Omda?A clear focus helps everyone understand where the company is going, both inside and outside the organisation.

Sverre
One of our ambitions is to grow significantly over the coming years, through a combination of organic growth and acquisitions. From your board experience, what becomes particularly important as a technology company scales?

Silvija
Growth creates complexity very quickly. You get more products, more countries, more customers and more ways of doing things. At some point, the company has to decide what should stay close to each business and what should be shared across the group. The individual businesses need room to stay close to their customers and keep their specialist knowledge. At the same time, Omda can become much stronger by sharing capabilities in areas such as technology, security, AI, data and international sales. Acquisitions also need a clear reason. A new company should bring something that strengthens Omda as a whole: a product, a market, a capability or a customer base. The real value comes after the acquisition, when the businesses begin to learn from one another and use the strength of the wider group.

Sverre
And finally, what are you most looking forward to contributing to as a member of the Omda Board?

Silvija
I hope I can help connect the technology with the business choices we need to make. There is so much noise around AI now, and boards have to work out what is genuinely important, what it means for the company and where to place the big bets. I like making complicated technology understandable and connecting it to practical questions: What changes for our customers? What should we build? What capabilities do we need? What should we start doing now? I am also looking forward to learning. Omda has people with very deep knowledge of healthcare, emergency services and international software markets. My role is to bring my own experience, ask useful questions and help the board and management find a clear direction. As I often say, speed is no substitute for direction.