Decerno Oy's two partners have focused on leveraging especially Lean transformation in mainly industrial businesses and organisations, steadily turning over some 300-350 T€ a year until 2023. My salaried role in Cupori Oy reduced the sales since late 2022. Supporting businesses making permanent quantum leaps thru interim assignments in sustainable performance in operations, supply chain, on-time deliveries, increased sales, cash flow and general management.

Cupori Oy is originally a copper tube business unit of Outokumpu's former Copper Products division. Cupori was acquired by Lazarus Industriförvaltning AB in February 2022. After financial restructuring the company was ready to grow and prosper supported by the new board and management. The fundaments were challenging due to trending decline in sales 6-7 years in a row. The assignment finished after restructuring the cost base of the company in 2024 and initiating strong commercial efforts to improve the top and bottom line performance in 2024 heading for 2025 and 2026. Order flow increased by 30% 2024 ytd. vs. 2023 and on-time delivery performace improved to over 95% towards end of the year. Lessons learned; know your numbers and concentrate on sales development from day one.

Vesi-Vasa Oy was a family owned Heating- Water- Sewerage project and service house concentrated on multi-material pipeline and facility HWS installation and renovation, turning over some 10 M€ a year. It has an excellent position in its chosen market area having heavily established its position in nuclear power plant service and HWS investment projects. Supporting the family to further develop its businesses.The company's shares were sold to Bravida Finland Oy in May 2024. Bravida AB is a listed company on OMXS, Stocholm.

Amitec Oy had a strong history in stainless steel process pipeline projects. After changes in company structure during 2019- 2020 it was back at its core after giving up other businesses acquired earlier. The size of business had been reduced from 15 M€ to 3.5 M€ a year. The assignment together with the board members was to support the personnel to make and follow a solid plan to new success and prosperity.

Interim position while looking for a candidate for permanent position.

In the position, I was in charge of sales desk for copper, originally also gold, silver, lead and by-products worth some 30 billion SEK (3 billion euro), 75% of the Boliden group revenue at that time. Activities included the customer and market portfolio management, sales and contracts, pricing and currency risk management and distribution incl. sales P&L responsibility. Additional duties included Sales & Operations Planning including supply chain from raw materials to finished goods deliveries. During the assignment e.g. the customer base for copper metal grew up to be more than 5- fold and the sales-affected net profit improvement, premium generation, more than doubled compared to what it was in 2008-2009. Sales & Operations planning process was designed and implemented successfully.

Heading Lean transformation projects under Luvata Special Products division. Substantial results achieved in on-time deliveries, working capital reduction and OEE improvement releasing unused capacity. Lean transformation had a strong management support and attention together with intensive project approach initiating the long walk towards sustainable and solid business results, as far as they depend on excellently run operations and leadership(!)

Outokumpu Copper Products division. Director for Business unit operations development and Superconductor wire plant with P&L responsibility. A turn around potential revealed and released at the plant during the assignment doubling the annual invoicing up to 13 M€ in 2004. Productivity improvement, on-time delivery improvement, working capital reduction, lead time, revenue and EBIT improvement all hit home with plus tens of per cent by focusing on roles and responsibilities, supportive wages system, flow design and good leadership.

Outokumpu Copper Products division. Head of logistics of Outokumpu Poricopper Oy group of manufacturing units, head of Pori tube mill operations planning and customer service organisation. Re-arranging disribution planning of the Pori units in yr 2000 and establishing a centralised third party logistics provider concept in both logistics planning and execution, aiming at higher vehicle payload and reduced unit cost. Introducing OPT /TOC in Pori tube mill operations aiming at bigger throughput and thus productivity and improved on-time deliveries.

Outokumpu Base Metals division. Managing nickel metal sales in Europe for Outokumpu Harjavalta Metals Oy in Espoo, Finland. Managing zinc metal sales for Nordic countries, the supply chain from Finland to the UK, continental Europe and the US, and assisting in metal price and currency risk management in Outokumpu Zinc Commercial BV, Rotterdam, The Netherlands. A quantum leap in zinc supply chain performance converting the push mode into pull by redesigning the order-to-delivery process, stabilizing the flow, reducing working capital and improving on-time delivery.

Outokumpu Copper Products division. Management and specialist roles as manager for raw materials and manager for manufacturing in operations, raw material procurement, planning and development. During these early years important experience gathered sometimes the hard way within a large matrix organisation.

Synet Oy was focusing on synergy creation between major Finnish manufacturing corporations and their demand for subcontracting mainly among small and mid-size companies in various fields of industry.