*Responsible for operations, development & human resources in Finland*Part of transforming Finnish business from 1m€ revenue (headcount 5) to 5m€ (headcount 25)*Sales and delivery of biggest deal in group history*Career path all the way from Analyst to Director and Finland management team member*100% of assignments were change initiatives i.e. working with mgmt team and factory floor, on-site and hands-on, such as:Performance management programs [2017-2019, 200m€-2b€ companies]Setting up a management model and then a step change in company performance. Improvement done through conceptualizing and setting up new ways to manage performance, KPI’s and meeting habits, sequential launch and roll-out to ensure buy-in and results. Resulting in transparent performance management with employees actively improving the performance.Turnarounds [2014-2016, 100-300m€ companies]Headed two programs to turn companies from bad trend low profitability to successful profitable companies. Done by implementing radical changes throughout the organization, however always starting with why change, what to change to and only then how to cause the change. Organizational setup (new structure by maintaining same workforce), management habits (rhythm, roles & responsibilities), policies & guidelines, reporting improvements, culture changes, sales management model, sourcing improvements, supply chain management changes etc.Working capital programs [2009-2014, 30m€-3b€ companies]Carried out over 20 working capital projects within manufacturing and service companies. Acting as project leader implementing needed changes all the way from identification of business case to successful sustainable results. Reaching improved levels of working capital requires comprehensive changes to nearly all functions of the organization, and for people to work together to form a new cash culture. Releases of 5m€-150m€ of cash.

Define-plan-implementation projects related to e.g. working capital optimization, turnaround and treasury management.Example projects:Group wide working capital project with the target to release 100m€ and increase capital efficiency by 40%. Approx. 20 local sub-projects were initiated and central activities were managed separately. Targets were set for each sub-project and actions planned based on a detailed current state analysis and cross-functional workshops. Capacent’s role was to drive the projects, conduct the analysis required, increase awareness in the organisation, facilitate workshops, provide monitoring and other tools to ensure change.Result: Working capital reduction of ~150 m€Acting as the program manager for a turnaround project in a Finnish production company. Key sub projects were efficient management team work, ensure proper visibility of operational figures, cash release by emphasizing on inventory turn and availability improvement, sales & operations planning work and quality improvement.Result: Successful turnaround with significant profitability increase and >30m€ cash flow release

Acting as a link between finance and business, P&L and BS estimations & budgeting, project analysis, implementation lead of Basware IP and project management application etc.