Scania Industrial Operations employs 38 000 and span over R&D, Purchasing,Production & Logistics, Sales & Marketing and support companies (in total 100+entities). My role at Corporate Control is to, together with my team of 8, lead theclosing and financial planning processes and deliver analysis to Scania CFO,Executive Board and Board. I’m part of Corporate Control Management team andSteering Committees for projects aiming to improve reporting, analysis, IS&IT andfinancial governance and steering for the overall aim of transitioning towardsustainable transport solutions.

EMPE, financed by EU and Bill & Melinda Gates Foundation, develops diagnostictest kits to significantly reduce the time required to initiate effective therapy for TBpatients. As CFO I have a central role in setting up the financial steering for bothSwedish and Indian sites.

Strategic support and coaching to leaders primarily in non-profits. Focus on delivering support to key players to reach full potential.

SIWI, an NGO with 90 FTE’s, is a policy institute generating knowledge andimproved decision making for sustainable development. As CFO, I led the financeteam, IT & transformation team, legal advisor and the project office. I wasresponsible for a 100 MSEK investment portfolio and a transformation programmeimproving compliance in legal reporting and implementation of a new digital platform.

BoldArc is a cutting-edge tech start-up developing tailored applications in virtual- andaugmented reality for design, manufacturing industry and property development. 20highly specialized developers were part of the team. As CFO I was working close tothe CEO and Board in strategy development, financing and business development.

Leading the Turbuhaler change programme (largest product at AstraZeneca in sales) investing >$40m yearly in strategic projects including new production lines, refurbish of current production lines and product life cycle projects. Also training managers in lean manufacturing and lean administration.

Leading 16 FTE’s in three teams at PET Turbuhaler . The Super User team is responsible for support and continuous improvements in SAP, the administration team is responsible for the delivery of all batch documentation according to GMP and the third team is responsible for operation standards, operations coordination, lean administration and skills supply for the factory employing 450 FTE’s. Also member of the PET Turbuhaler Management Team and sponsor for several PET projects.Key achievements: led the team’s lean journey up to level 7 (highest) in Lean Admin/Office. Quality deviations down 80%, absence due to illness down 50% and customer satisfaction at 99%.

Managing three production lines with 19 direct reports at PET Turbuhaler, including responsibility for safety, health, environment, quality, output and finance. Key achievements: increased output and efficiency, implementation of roles and responsibilities, and developed an operating control system for 12 lines and 200 operators used daily at all factory levels.

Business Finance Manager PET Turbuhaler, distribution and corporate headquarters. Member of the Turbuhaler Management team and finance responsibility for a yearly site cost of $90m. Key achievements: finance responsibility for the eTurbuhaler project with a capex approval of $49m. Developed a strategy model for Sweden Operations, giving indicative targets for conversion cost and FTE’s for all PET and Functions (3500 FTE’s) until 2021, former delivered by McKinsey.

1 of 4 Global trainees (>400 applicants) backed up by CFO and Senior Executive Team. My program gave me insight in Sales & Marketing at AstraZeneca Nordics and European headquarter in Belgium, Global Compliance, Global R&D, Global Transaction Finance, Operation Finance, Account Payable, Account Receivable, Operational Purchase, System Support, Finance Helpdesk, Record to Report, Banking and Treasury. Key learning: steep learning curve from working in all business areas at a multi national company.

Parallel with the Graduate Programme I was during six months responsible for the Income Statement for AstraZeneca AB, including yearly sales of $6400m and more than 60 export units.Key learning: in depth understanding of group reporting (legal and management).

Process owner for the investment process for Europe Operations, Global R&D and Procurement.Key achievements: Implemented a standard for post completion reviews, a forum for investment controllers and delivered five investment info-packs (Capex needed and spent) for the Board of Scania and five to the Executive Board.