Manager pro bono of digitalization project under the Estonian-Swedish Cultural Association (SOV). Funded by EU's Leader initiative fur rural development ”Liaison Entre Actions de Dèveloppement de l´Economie Rurale”. The role includes fund raising, media coverage and contract negotiations. In 2022 I was awarded a medal for this work by Eestirootslaste Kultuuriomavalistus, Estonian Ministry of Culture.

Bromma Conquip is the world leading manufacturer of container spreaders and is part of Cargotec Corporation listed in Helsinki. I was responsible for Finance, Business Control and Order Desk. 35 direct reports in Asia and Europe. Set-up of new function for compliant management of 3rd parties in sales. Consolidation of finance functions within Cargotec Singapore and establishment of a Shared Service Centre supporting group companies in SE Asia. Monitoring of tax incentive fulfilment. Member of Bromma's management team and Finance management team for Cargotec's Kalmar business area. Board member in Bromma (Malaysia) Sdn Bhd and Cargotec CHS Pte, Singapore.

For 14 months I was the global HR Business Partner (interim) for Bromma Conquip with 10 direct reports in Singapore and Malaysia.In addition to the regular annual clock duties, my main tasks were:-recruitment and onboarding of Bromma C-level management in Singapore and Malaysia-coordination and handling of expat contracts-execution of the ongoing company transition-harmonization of the management bonus scheme and implementation in SuccessFactors.-revisit of HR strategy and operating model with Kalmar Business Area HR.-handling of ethics and compliance cases. -monitoring of tax-incentive fullfilment in terms of commited headcount.Member of the HR Management Team of Cargotec's Kalmar Business Area.

In this role I was the global Finance Business Partner to Bromma group also heading the central Finance and Order Desk teams. The role included responsibility for a company transition program. All in all 26 direct reports based in Sweden & Singapore whereof 7 project related. The main tasks were to:-recruit and build-up new finance and order desk teams in Singapore taking over the global responsibilities from Sweden-apply for and negotiate tax incentives with the Economic Development Board of Singapore (EDB)-secure program coordination with other functions through a Transition Board that I chaired.-execute the company move by going live with new SAP-solutions in Singapore and Sweden.I was member of Bromma's management team and the Finance management team for Cargotec's Kalmar business area. Board member in Bromma (Malaysia) Sdn Bhd and Cargotec CHS Pte (Singapore). Chariman of Bromma Transition Board.

In this role I was the global Finance Business Partner to Bromma group also heading the central Finance team. The role incuded responsibility for the Stockholm office facilites and a company transition program. All in all 15 direct reports based in Sweden whereof 7 project related. My main task was to head a program and prepare the company for a strategic move where the international headquarters and financial principal were to be transferred from Sweden to Singapore. This included e.g. a company valuation and carveout from Sweden, organiztional changes, a shift to a new SAP solution in both Sweden and Singapore, stakeholder communication, new GST/VAT registrations, revised contract parties and tax implications following the Swedish exit. Within business control we developed and launched a scorecard for integrated (global) product profitability.Member of Bromma's management team and the Finance management team for Cargotec's Kalmar business area. Board member in manufacturing unit Bromma (Malaysia) Sdn Bhd, Cargotec's largest site made up of two factories and office buildings.

In this role I was the global Finance Business Partner to Bromma group also heading the central Finance team with 5 direct reports. The central finance team managed Business Control, Accounting, Invoicing with Trade Fincance and AR, AP and ERP ownership.In light of the great recession and a turbulent SEK rate, a turnaround and restructuring program was initiated where cashflow was the priority and later the global footprint and structure of the company revisited to reduce cost and overcapacity.My main tasks in this position were: -running a working capital reduction program where I even went on a plane to Shanghai myself for collecting overdue receivables. -initiating speedy erp adjustments that allowed for a new tax and VAT compliant network of spares distibution centers.-a modified use of currencies within the group to allow for natural hedging in the subsidiaries.-together with Deloitte review the process for the remaining central need of currency hedging.-revise the Transfer Pricing set-up and make sure it was still compliant after the changes following the restructuring. Within my finance team we took the opportunity to review our own processes as well as the interfaces with other parts of Bromma targetting to be able to serve the organization without incresasing the headcount when the orders started coming back, which we successfully did.I was member of Bromma's management team and the Finance management team for Cargotec's Industrial and Terminal business area.

My main responsibility was the reporting and planning process of Bromma Conquip AB, the central unit and financial principal of Bromma group which included central funtions, R&D, production and warehouse facilities. Main achivement was harmonization and streamlining of accounting and reporting thus enabling report development, margin and stock level analyses. I designed and headed the implementation of a Qlik Sense solution for follow-up of sales per region and product line. In this role I was also responsible for currency hedging, the related hedge accounting and project control of a global product recall program.

Amadeus IT Group is one of the world's leading travel technology providers. Once co-founded by Scandinavian Airlines, Scandinavia is an important home market. The company is today listed on the Madrid stock exchange. As Business Controller for Amadeus Scandinavia my main responsibility was the management reporting and planning process related to cost and investments. Supplier selection, design and implementation of a Mercur solution for business control. Simplification of reporting structure enabling process automation for planning and reporting.

Responsible for accounting and reporting of Amadeus Sweden AB including closing process, VAT and tax filing and the annual report. Process improvement projects to simplify and shorten closing cycle.

Responsible for building up of financial and management reporting, cash flow planning and transfer pricing settlement procedures for new Latvian and Lithuanian subsidiaries of SMART Scandinavia (later Amadeus Scandinavia). Data and process harmonization with group. Coordination of due diligence procedure.

Responsible for billing, collection and dunning in the Swedish market for client SMART Sweden AB (later Amadeus Sweden AB).

Mapping and analysis of the evolving Microcredit sector.

Market survey for window gaskets.