Seven commercial markets merged into one European market from Jan 2021. My main responsibilities are to 1) drive the transformation and improve performance, 2) build a project governance structure for deploying the global programs in the European market, 3) manage global stakeholders such as IT and global programs on behalf of the European Management Team, 4) aligning the seven markets to make sure PBS (Philips Business System) is used as standard in the market, 5) merge seven local Business Transformation teams into one team for Europe including optimizing ways of working and creating one aligned team and 6) focus on employee engagement and improving processes with shared service center in Lodz, Poland.

Drove the business transformation within the Nordic Market and improve performance by utilizing lean tools according to PBS. Made all direct reports - IT staffs, Lean consultant, Sales Excellent Manager and Project Managers work together to support markets. E.g., improve the process for tender sales by optimizing the process and creating tools to support it made it possible to have a transparent process and a knowledge sharing platforms for all tenders

Build project governance structure for Global Supply chain, including project funnel, resource requirements and allocation, priority structure to be able to implement Global Supply Chains strategy. Additionally, I am responsible for develop new project managers within Global Supply Chain and build the competence set with the organization.

Building and developing a team of global planners while implementing a global S&OP process. So far this has allowed Leica to move freight from air to sea, and improve the finish goods inventory with 2,9 turns year over year. Implemented Global daily management process for inventory. Weekly "number calls" with Board of Directors.

Built and developed a Sales & Operations (S&OP) planning team. Implemented S&OP process from 18-month planning to 5 years planning, including scenario planning for capacity. Set-up daily management tools to drive KPI.

Developed and implemented S&OP process and tools including sales forecast with Sales and Marketing, and capacity planning with Operation from 3 to 18-month time horizon. Combining Project Management with Lean tools from Danaher Business Systems.

Manager of department with responsibility for planning, stock level and fulfillment of mobile phones and accessories to own retailer stores (app. 100 stores). Implemented automatic replenishment which reduced inventory by 25% and E&O by 65%. 6 direct reports. Re-engineered distribution process together with 3PL and had full responsibility for the 3PL operations on behalf of Telenor. Improved OTD significantly by optimizing internal/external processes in combination with 3PL.

Implemented improvement projects and strategic initiatives on behalf of the board of Directors. Project manager for outsourcing a warehouse and distribution center that reduced cost with ca 40%. Project manager for re-branding of Telenor. PM for process mapping and implemented a process tool in call center using lean tools and techniques. + other projects.

Responsible for different product groups European sales forecast, new product introduction and phasing out, stock level and balancing production and demand. In parallel Business project manager for SAP APO implementation and centralized planning.

Project manager for implementing global supply chain planning tool for business group Periphersal and Set Top Boxes.

Responsible for implementing projects in SCM competence center. Back office project manager for implementing demand planning tool in APAC.

Key role in implementing demand forecast and supply chain planning tool (i2) and processes. Developed and implemented KPIs for SC planners. Database administrator. Training of sales, marketing and supply departments.

Responsible for planning and purchasing of reusable components in SAS fleet.