April 2014 - March 2017. Following an aquisition of two O&P clinics in Scandinavia an executive decision was made at Össur to dig into the processes of the administrative and clinical operation and look for process and system improvement opportunities. The project program was a major initiative with wide scope where I was responsible for the formation of the global administrative process and selection, development and implementation of a new patient management IT system for Ossur's clinics. In April 2017 after a successful pilot implementation in Stockholm and measurable process improvements secured I handed the project over to local operation for further rollout. April 2017 - September 2017As a part of global strategic sourcing initiative I was a part of a 3 man team analysing the travel spend of Össur using a 5-step sourcing model designed and led by a Danish consulting firm Valcon Consulting. During this pilot project which is part of the in-direct spend of Össur and involves each region and all departments we analysed the supply and demand of travel services and conducted an RFP for airfare, hotels and car rental spend of 900+ travellers at Össur annually.

My tenure as an ERP specialist at Ossur IT department was split between 3 projects. November 2011 - October 2012: First project was a preparation for an ERP implementation at Össur subsidiary with needed business process documentation and GAP analysis to Ossur's global sales, manufacturing and finance processes. November 2012 - September 2013. Second project was a development and implementation of a new global sales order entry system where processes were improved to help speed up the order entry process and securing the quality of service at the same time. October 2013 - March 2014. Third project was an implementation of an improved "Available-to-promise" system where product availability data and related communication between sales and sourcing was secured to eliminate over-promising and facilitate correct delivery promise to Ossur's customers.

NTC is a privately owned fashion retail company, operating approx. 20 stores in the greater Reykjavik area. First 2 years I was in 50% position along with my Master degree studies at Reykjavik University. Following graduation in spring 2009 I became a full time employee. My role at the company was supporting the owner, CEO and CFO, reporting on financial outcome, sales and inventory turnover for decision making as well as accounting purposes. Responsible for managing cash flows and intercompany transfers between NTC and it's subsidiaries. Communication and negociation with vendors of both products and operational expense. I was responsible for daily operation of retail system and periodic activities like quarterly inventory stock take. Also an implementation and operation of customer loyalty system in association with solution provider.