Chairman of strategy across Supply Chain and Transport Industry Cluster. Public-private partnership agenda and industry collaboration within the frame of the World Economic Forum in support of sustainable and resilient supply chains on global level.

Executive board member in shipping, ports and logistics company Stena Line Group. Overall business profile with 65% freight (b2b) and 30% travel (consumer) business.Turnaround of performance before, through, and after Covid. Structural retake of business with 30% staff reduction due immediate and complete standstill of consumer business while maintaining supply chains with continued freight operations in all geographies. Several consecutive years of record net profit post Covid. Two complete cycles of strategy retakes, including delivered 2x group revenue with record net margins. Expansion of business footprint into new markets, including Baltics, UK, and Morocco. Complete transformation of digital setup.Build up of Ports as standalone business area. Port service and bulk provider with 24/7/365 operations for internal & external customers in 13 countries. ~ 1500 employees serving 60000 port loads, 2,5 million freight units, and 8 million passengers. Presence in 28 ports in Northern Europe. Own operations in 20 locations and owner of 8 ports.Retake on safety culture across all parameters. Program based on safety leadership including substantial competency shift and rotation of operational leaders.Commercial and operational improvements across all parameters.Significant build-up of infrastructure asset portfolio as foundation to port business. Acquisition of port operations companies, port and landmark assets across Europe. Several multibillion SEK infrastructure greenfield projects negotiated, financed and launched. Several >100 year concessions and long term lease contracts secured in key locations (including UK, NL, Sweden, Ireland, Baltics)Digital transformation across business with solutions introduced within distribution, smart ports, and support process.Numerous ventures established with external partners within electrification, supply chain and logistics distribution. Board and chairman assignments across internal and external companies.

Head of Commercial for a global shared service operations unit providing mobility services to Volvo Cars Group and a number of strategic affiliates (Polestar, Lynk & Co). Deliveries primarily within four product areas: Customer Care Operations, Fleet Management, Service Operations, and Service Analytics.

COO and member of founding team responsible for establishing and scaling Care by Volvo, a pioneering start-up within Volvo Cars Group providing subscription mobility services to private consumers. The company was recognized as "One of Time's 50 most Genius companies 2018".

Owner of commercial transformation program for Volvo aftermarket and service operations, a ~20bnSEK business unit with a global operational footprint, delivering service operations for Volvo Cars complete ~6million carpark. Seven transformation tracks: New Business Models, Digitalization, Connectivity, Autonomous Drive, Electrification, Software, and Customer Experience. Delivery included setting up a global shared services operations company to serve both Volvo Cars Group and its strategic affiliates Polestar and Lynk & Co. Services are provided within Customer Care, Fleet Service Management, Service Production, and Service Analytics.

Responsible for SAS business transformation directly under CEO. Task was to anchor and verify next generation of SAS strategy and efficiency program.Scope included defining the commercial and operational platform as well as organizational structure and governance. The transformation program, called "SAS In Shape", exceeded expectations and was accordingly approved by SAS board per June 2017.

Business partner to COO, CFO, and Chief Digital Officer. CFO for SAS Operations, a unit with ~12'000 employees throughout Scandinavia, ~SEK26bn in operating expenses, and ~SEK1.5bn in external revenue. Operations consisted of ~1000 daily departures, transporting ~100'000 customers per day to, from, and within Scandinavia. Deliveries: 1) Efficient financial processes within Operations2) Efficiency, outsourcing, and transformation measures throughout Operations3) Operations strategy process, liaison to Group Executive team on strategy matters4) Establish External Operations as new business area, including full p/l and sourcing responsibility (>2bnSEK). Separated into stand alone business unit per 20155) SAS Fuel: responsible for a number of subsidiaries and JVs aimed at securing fuel supply in key locations 6) Infrastructure & Charges: lobbying and negotiation for 9bnSEK portfolio of charges and infrastructure fees 7) IT & Digital Innovation: performance transparency and implementation of "IT Strategy and Digital Innovation" roadmap9) Group Business Control: responsibility for consolidation of SAS Group results as well as ensuring business transparency across a number of SAS value streams and administrative units

Commercial offering overhaul based on complete retake in asset utilization and operational flexibility through outsourcing. Significant business impact over three years with >20% increase in aircraft and crew utilization, 100+ new routes, and BPO transfer of ~30% production to external providers on wet lease basis (ACMI).

Owner of crew planning and resource planning on group level. Planning in regards to compliance as well as commercial and operational frameworks (approx. 5000 employees)Delivered >15% crew cost productivity ~30 employees across Scandinavia

Commercial P/L responsibility for Scandinavian network. Responsible for commercial offer, business development, capacity management, market analysis, and commercial delivery.

Revenue responsibility for a portfolio of European routes. Delivered significant topline growth and commercial turnaround.Responsible for Tour Operator sales in ski- and cruise segment

Responsible for sales and contract analysis for US Central Region

Board member at Cimber A/S, a Danish airline focused on effective regional jet ACMI operations.

Board member at Blue1 Oy, a Finnish airline with sub-lease (ACMI) operations for SAS with ~300 employees. Company divested to CityJet per October 2015.

Employee #2 in a high tech venture start-up with focus on services within electronic discovery for litigation purposes. Worked with Chicago’s top law firms. Came on board as second employee and participated in all aspects of the business build-up

Business development and sales of networking events and high tech seminars for S&P500 executives. Average attendance was 800-1200 senior executives per monthly event.