in october2021I had an epeleptic seizure,and later I was diagnozed with two different types of cancer and are now undergoing treatment. meanwhile I am on sick leave from Volvo cars.During my many years in the automotive industry, I have meet a lot of great people supporting me in my many different assignments,you are too many to mention each of you, but you know who you are. -I would never had the career I have had.without you and your endorsement, coaching and support.rememder to always… Show more in october2021I had an epeleptic seizure,and later I was diagnozed with two different types of cancer and are now undergoing treatment. meanwhile I am on sick leave from Volvo cars.During my many years in the automotive industry, I have meet a lot of great people supporting me in my many different assignments,you are too many to mention each of you, but you know who you are. -I would never had the career I have had.without you and your endorsement, coaching and support.rememder to always have a bit of fun at work I have many happy memories from all the challanges we have faced together over the years Show less

Initially worked with the merger between Volvo Cars and Geely Auto, when that fell thru I worked with other strategic collaboration projects(other OEMs) and lead the project to form a JV with NothVolt on development of future batteries.

Leading Volvo Cars Global Quality and Customer Satisfaction activities consisting of 1) Management System 2) Homologation and Regulatory Affairs 3) Warranty and 4) Operational Development.During this time warranty cost/car was reduced with 20%, Failure Rates on new cars reduced with 75% and every car launched was better than the previous one; leading up to the XC40 which by far is the best launch of a new car that Volvo Cars has done.For the first time ever Volvo Cars 2019 reached… Show more Leading Volvo Cars Global Quality and Customer Satisfaction activities consisting of 1) Management System 2) Homologation and Regulatory Affairs 3) Warranty and 4) Operational Development.During this time warranty cost/car was reduced with 20%, Failure Rates on new cars reduced with 75% and every car launched was better than the previous one; leading up to the XC40 which by far is the best launch of a new car that Volvo Cars has done.For the first time ever Volvo Cars 2019 reached Global Top 3 in customer satisfaction measured in Product, Sales and Service. During 2018/2019 a new Vehicle Development System based on agile principles was successfully implemented cross the company.Transformed the management team from an all male to one with 50/50 male/female. Also when looking at all managers at Q we had a 50/50 diversity and salary differences between genders was eliminated.Improved result in Volvo People Survey, latest score in the middle of industry top quartile. Show less

Acting Head of Volvo Cars Global Purchasing operation.

Supplier Quality is a global team of 300 persons in 10+ locations in EU, Asia and USA, managing Volvo Cars supplier base.Logistics consists of In- & Outbound transports, Customs, Logistic Engineering and Production Order Management. 250 persons, annual spend 600 Mio Euro.

Responsible for Direct Material within Powertrain area. Purchase value of 2 billion Euro and a global team of 75 buyers located in Gothenburg and Shanghai, China.Indirect Material has a purchase value of 2,5 billion Euro and a team of 70 buyers.Annual savings result has been increased with a factor 2 during 2013/2014 vs the average over 2010-2012. New operational standards have been implemented, and collaboration with all stakeholders significantly improved.

As Board Member been part of developing Innovatum from a local initative to a within Sweden well known, and respected player in its field. Pls find link to Innovatum Website below.

Overall responsibility for the business results of all carlines 9-3, 9-5, 9-4X as well as new entries in other segments. Most importantly was the work to define the next generation 9-3 and the strategy for the new Phoenix car architecture, Saab´s first step to develop its own independent car architecture.Position also included ownership for the company´s overall business plan.

This initially was a position with the business responsibility for the Saab 9-3 carline. The responsibility included to define and execute product changes during the lifecycle to ensure that profitability targets were reached. Lead the development and successfully launched the 9-3 SportCombi (2005) and Cadillac BLS (2006). In May 2005 the responsibility changed to all Saab´s products planned to be build off General Motors (“GM”) platform “Global Midsize”, most importantly the new Saab… Show more This initially was a position with the business responsibility for the Saab 9-3 carline. The responsibility included to define and execute product changes during the lifecycle to ensure that profitability targets were reached. Lead the development and successfully launched the 9-3 SportCombi (2005) and Cadillac BLS (2006). In May 2005 the responsibility changed to all Saab´s products planned to be build off General Motors (“GM”) platform “Global Midsize”, most importantly the new Saab 9-5. A project with approx a direct investment of 0,5 billion Euro, and development work done in Sweden, Germany and the US (9-5 SportCombi).Initially production was planned to Opel, Russelsheim in Germany, but due to the sale of Saab, production was moved to Saab, Trollhättan Sweden. Despite these difficult circumstances the 9-5 was successfully launched at its planned cost and quality targets significantly increasing profitability vs the cars it replaced.In May 2009 responsibility was increased to also include Saab´s new Crossover, the 9-4X. This required to lead and guide a development team at GM in the US, and a GM plant in Mexico. The 9-4X was launched in May 2011, with press quotes like “The best Saab ever”. Show less

BilSweden is the association for the Swedish Automotive sector, both manufacturers as well as importers.

Member of the Executive Leadership team at Saab.Established and managed the Swedish subsidiary of the purchasing JV that GM and Fiat started in 2000. Responsible for all purchasing to Saab, and the Nordic supply base to GM. 600 direct material suppliers with a purchase value of 2 billion Euro. Machinery/indirect material with purchase value of 0,2 billion Euro.Purchasing team during 2001 to 2004 was reduced from 170 to 100 persons. At the same time almost 15% cost savings was achieved… Show more Member of the Executive Leadership team at Saab.Established and managed the Swedish subsidiary of the purchasing JV that GM and Fiat started in 2000. Responsible for all purchasing to Saab, and the Nordic supply base to GM. 600 direct material suppliers with a purchase value of 2 billion Euro. Machinery/indirect material with purchase value of 0,2 billion Euro.Purchasing team during 2001 to 2004 was reduced from 170 to 100 persons. At the same time almost 15% cost savings was achieved during 2003 and 2004, and the quality result from the Nordic supplier base went from being the worst, to the best of all of GM´s European suppliers. Show less

Integrated the local Purchasing Team into GM´s World Wide Purchasing organization. Scope was 400 suppliers, with a purchase value of 2 billion Euro.Also responsible for all day-to-day supplier performance vs the Opel Belgium plant, which at the time produced almost 2000 cars/day.