Member of Humble Group Management team. As an Operating Director within Humble Group, I lead 12 subsidiaries with > 2 billion in turnover, within the Food & Snacks category. I act as a CEO sounding board and challenger, to strategy, governance, performance and plans for incremental growth of the subsidiary business. Meaning challenge CEO´s on strategic, tactical and operational plans and apply a proactive search for synergies and scale opportunities within the group verticals; Brands, Distribution, Production and Ingredients.

I lead one of Orkla Confectionary & Snacks two business areas with five direct reporting Key Account Managers covering all categories (Confectionery, Biscuits and Snacks) and all areas of domestic and international business, meaning DVH (Axfood, Bergendahls), Export, New Business, SVH (convenience) and Foodservice. I operate on a strategic and tactical level with P&L liability.

I lead one of Orkla Confectionary & Snacks two business areas with four direct reporting Key Account Managers covering all categories (Confectionery, Biscuits and Snacks) and all areas of domestic business, meaning DVH (Axfood), New Business, SVH and Foodservice. I operate on a strategic and tactical level with P&L liability.

I was responsible for one of Orkla Confectionary & Snacks three business areas, "New Business". I had two direct reporting Key Account Managers in my team covering all categories (Confectionery, Biscuits and Snacks). My role covered business development, development of new products/new packaging, initiate new categories/brands in the Swedish Market etc. I operated on a strategic and tactical level with P&L liability for the entire business area. During the past two years my Business Unit´s result has grown with double digits and by that contributed well to our growth.

I was ultimately responsible for all company sales in Vianor AB, Sweden. I had nine direct reporting district managers targeting corporate customers all over Sweden.I was a member of the Vianor management team, and also a part of the Fleet Group at group level within Vianor Group. My mission was to create and communicate a clear focus and sales structure to build team spirit and drive sales. During my short time within the company I managed to increase the sales team turnover by 8,4% and Gross Margin by 4,9% while increasing ESI.Vianor is a fully owned subsidiary of Nokian Tyres.

I was recruited to Swedish Match International´s sister company Swedish Match Scandinavia Sales to join the team as their new Key Account Manager working with Swedish Match´s biggest business area, snus. As a Key Account Manager I am responsible for the sales and business development within service-, and convenience stores in Sweden, more specific all operating gas chains in Sweden. This was a big step for me in the right direction, looking at the area of accountability and responsibility, compared to my earlier jobs within Swedish Match (stated below). I recently was rewarded the title "supplier of the year" from one of my biggest clients.

In this role I was responsible for Swedish Match Pipe tobacco portfolio worldwide, which at the time, had a declining volume by 10% per year. A responsibility for Swedish Match´s globally best known brands, including sales, marketing and production accountability.To summarize the role had strategic, tactical and operational responsibilities and was a pivotal function between markets, logistics and production.The job included everything between managing the preparation and consolidation of long, medium and short term plans set by the CEO and VP Marketing, to development and launch of new products and programs. I made sure that Swedish Match International had high accuracy in prospection, and I had the direct management of new and special attention markets (e.g. USA, India). My function also had the purpose to provide Swedish Match Central Europe with advice and guidance in mature markets.My main task was the optimization of profitability and when I left this position (including the time as Export Manager, below) the turnover increased by +5%.

My main responsibility in this role was to maintain and increase our business worldwide, explore and develop our business in new and existing markets. I managed Swedish Match Pipe Tobacco business to create long term relationships and increase value for clients, consumers and owners. I was responsible for the total sales of Swedish Match´s globally best known brand, Borkum Riff.

My job was to sell fabrics for the furniture producers in Scandinavia, but is best described as a function designed to increase our clients market position by increasing their relationship towards the retail chains like MIO, EM, Hemtex and others, and further develop their sales towards the consumers. A key to success was to secure the process, from initial contact with a new/existing client to “get the order”, and finally to make sure the delivery was successful and on time. My role also included to make sure everything was handled in accordance with our business and our partners/clients concept and vision.I travelled and worked in Sweden, Denmark, Norway, China, South Africa, Italy, Turkey, Spain, Lithuania and more. Around 150 days of travel per year.

My role as Operative Key Account Manager / Head of Sales included the responsibility of 120 sales reps results, and the staff liability for 6 sales coaches and 4 team leaders. I had a position within the management team and specialized in activity development and work process improvement. Daily tasks usually consisted of leading our biggest client´s projects and improving our sales revenue by leading as an example. I was asked to take the role as Operative Key Account Manager/Head of sales after doing a good job as Team leader, and before that as a sales coach, and sales rep.Team LeaderMy job was to lead, coach and motivate sales reps and sales coaches to reach the company goals. I had the responsibility of our sales results in specific projects and the staff liability of 25-30 full time employees. I recruited, trained and educated sales reps continuously and made sure that they were, or became, as good sales reps as possible along with attention to detail and concern and respect for my colleagues and co-workers.