My most recent focus is on applying my business experience and commercial skills to help mostyly start-ups with strategic direction, commercial expertise and hands on advise. My engagements vary from advisory services to positions as Chairman and Board Member, providing business advisory through paid assignments, or through equity ownership.

As CEO/Managing Director I was accountable for a SEK 800m business in net sales with full P&L and 110+ employees across finance, marketing, purchasing, warehouse/logistics, sales etc. My role included holistic resonsibility for business strategy and omni-channel distribution across e-com (50% of total revenue, business becoming increasingly online-driven), beauty chains, pharmacies, department stores, fashion, grocery and discounters. We managed a 65+ brands portfolio across 5 categories ranging segment-wise from luxury (Gucci, Sensai) to premium (Hugo Boss, Clarins) to volume (Max Factor, Wella, Adidas).With such a wide range of brand owners and retailer customers, our success - hence my focus, was based on building mutually profitable relationships with a multitude of key stakeholders, driving complex business negotiations and managing contracts successfully.During my leadership we transformed the company from a ‘traditional distributor’ to a full-service business partner, accelerating brand and category profitable growth. I was also driving successful aquisitions and integrations of several local companies that strengthened our capabilities and geographical footprint.

My responsibility when joining was the fragrances category. After successfully growing the business for a few years, my P&L scope was doubled to SEK 500 million and about 35 employees. My responsibility was then make-up, haircare and beauty tools in Sweden and Denmark. The 40+ brand portfolio included icons such as Versace and Hermes as well as Hugo Boss, Max Factor, Wella, Adidas etc. Managing diverse brands with different owners and goals, size, position, profitability, potential etc. involve comprehensive planning, negotiation and execution to successfully deliver expected results. Activation included everything from in-store to traditional media to digital marketing, with focus on PR, social media and influencers.We out-grew the market by far and gained +10 ppt market share for our top priority brands. We doubled the Hugo Boss business and built the brand to a strong No 1 position. We were recognized internationally with awards for: Best Partnership with Retailer, Best Innovation Program, E-commerce excellence, Best Base Growth etc. Another achievement was leading the conversion of an accelerating parallel import market into an authorized regulated fragrances market.

A B2B role targeting businesses, mainly schools, restaurants and hospitals. My responsibility was Marketing, Product Development and Innovation across the Nordics and all export markets. I also had key accounts such as IKEA and Gekås. The P&L was roughly 900m and I had a diverse team of 25 people including chefs, key account managers and various marketeers. My move into Foodservices transformed the business profitability and resulted in a better fit with the consumer division. Key achievements were a new go-to-market strategy consecutive re-organization, a new brand platform and visual identity (Swedish Design Awards 08), efficient assortment with 35% less SKUs etc. I also built and applied a cost-efficient In-house agency.

I started as the Category Manager for vegetables with sales of 200 m in the Nordics. I also drove the assortment and product innovation pipeline across Europe. Private Labels threatened the base business suddenly and heavily, so an efficient assortment strategy, pricing tactics and enhanced value proposition was crucial. In parallel to this we also managed to develop the ‘Wok’ brand, attracting new consumers and growing the business double-digit.After a few years I became Marketing Manager for ‘Ready Meals’ and Communication Manager for the full consumer division. By discontinuing several small brands and move performing products into a new “Chef´s Selection” brand, I improved profitability whilst gaining market share. I also replaced a sub brand communication strategy with a Findus master brand strategy which led to improved media efficiency allowing a reduced ATL media spending.

As Nordic Brand Manager I was traditionally schooled in m managing market leading FMCG brands and drive profitable growth and market share. I learnt how to apply a truly consumer driven approach and to work in a data-driven manner with clear processes, models and tools. A key achievement was to strategize, develop and launch the sub brand Gevalia Ebony, mirroring and targeting the competitor Zoega’s core consumers. Also, I modernized ‘Aladdin’s’ packaging design and launched a new communications concept for the Twist brand.

This program was designed to develop trainees as individuals, team players and future leaders. It was a true learning experience and equipped me with a holistic view of the business, as well as a good understanding of the inter-relationships between different functions across the value chain. My job roles varied from doing accounting in the London office, to work as a business controller in Dublin and to meeting retailers as a sales representative in Stockholm.

This was a leading BI consultancy at the time. I was offered the job by the founder who also was a principal lecturer during my Masters in Lund. We helped clients turning data into intelligence as basis for their business planning. Fundamental skills for my future career.