Johan Mild Email & Phone Number

As Chief Executive Officer CEO and Owner I am Chairman of the management team, have P&L responsibility for 118 M€, and lead a team of 6 direct reports (Business Area Director x 2, Chief Financial Officer, Sales Director, Development Director, HR Director). The whole organization is 450 employees. I report to the Board. My role was to transform a traditional logistics business into a value-adding, "green" enterprise. This initiative reimagined Remeo as a data-driven, and knowledge management based organization with over 10 production sites and a new business model. - Analyzed all functions and created processes, tools, and structure for business transformation.- Managed major investment, which positioned Remeo at the forefront of the circular economy and international recycling industry. - Established processes and ramped up production to raise value of secondary raw materials to offtake players e.g. by investing, negotiating with suppliers, and building 5-10 sites for sustainable production. - Managed the transformation from a traditional to a more modern culture.- Brought digital tools and systems to support digital transformation, e.g. AI, ZenRobotics, and NIR technology. - During my tenure as CEO, EBITDA has increased from 12 M€ to 22 M€, and turnover has risen from 83 M€ to 118 M€. - Established a professional Project Management Office (PMO) for several change management and business development programs helping us to become top performers in the industry.- Successfully executed several operational and commercial excellence initiatives.Company Info: Remeo Group Oy is a Finnish environmental services company operating in the circular economy, investing in and developing new solutions to transform yesterday's waste into tomorrow's raw materials. 2023: revenue 118 M€, 400+ employees.

Helsinki, Uusimaa, Finland

As Chief Executive Officer CEO, Finland I was Group Executive Management Team member, had P&L responsibility for 57M€ & led a team of 6 direct reports (Development, HR, Sales, Financial & Business Area Directors), organization in Finland 1200. Reported to Group Chief Executive Officer.After we sold Lujapalvelut to Coor, I was offered the position of CEO of Coor Finland. I focused on growth & improving profitability. A major undertaking was integrating Coor and Lujapalvelut, which involved combining 500 employees from each company & rebuilding all processes. Today, Coor Finland is a formidable competitor among the largest facility management service providers in the Finnish market. - Led international cross-border major accounts in matrix in 5-10 countries. - Integrated the local company’s 500 employees & processes with the international group.- Managed the growth of the Finnish organization from 1000 to 1200 employees. - Led significant cost-efficiency initiatives that substantially increased profits while fostering business growth. Initially operating at a loss, we implemented several excellence programs over the years, ultimately raising EBITA to 2.2% in a challenging market. By 2018, when I left Coor, the annual turnover had reached approximately 57 M€, with a workforce of 1,200 employees. - As a member of the Group Executive Management Team, participated in Coor's IPO on Nasdaq Stockholm in the summer of 2015.- Since the beginning of 2015, I served as Chairman of our internal excellence board at the group level, established to drive excellence in one of our largest service lines.Company Info: Coor Service Management Holding AB is a Swedish service company whose main market is the Nordic countries. Primary areas of operations: user services, property services, strategic consulting. Clients both private & public sector organizations. Coor provides cleaning, property management, reception & office services. 2023: revenue 12 443 M SEK, 13000+ employees.

Helsinki, Uusimaa, Finland

As Chief Executive Officer CEO and owner I was chairman of the management team, had P&L responsibility for 25 M€, led a team of 5 direct reports (the whole organization 500) and reported to the board.Led a turnaround for the company and made preparations for a successful exit. - When I began, Lujapalvelut had an annual turnover of 12 M€ (after divesting 12 M€ of business to Are Oy) and an annual loss of approx. 1.5 M€. - When we sold the company to Coor Service Management in 2011, Lujapalvelut had increased its turnover to 26 M€ and transformed the loss into a profit of approx. 1.5 M€. We simultaneously achieved both organic growth and increased profitability.

Lujapalvelut Oy, Helsinki

As Chief Financial Officer CFO & Owner I was a management team member and haf full responsibility for financial department. I had two direct reports and reported to Chief Executive Officer CEO. My goal was to support the company's ambitious growth and turnaround. - Established processes to enhance financial information and data quality.- Outsourced all finance and payroll functions and implemented new reporting tools. - Took the first significant steps to improve profitability. - In collaboration with the CEO, we divested half of the business (12 M€ out of 25 M€) to Are Oy to boost profitability.Company Info: Lujapalvelut Oy, Helsinki, a private equity-owned facility service company majority-owned by Sponsor Capital and minority-owned by Lujatalo. Turnover 25M€.

Helsinki, Uusimaa, Finland

I worked as Service Director (Key Account Unit 08/2006 — 09/2007, Eastern Helsinki Business Unit 09/2005 — 08/2006) and was Helsinki Area management team member, Chairman of the board for 5-10 customers’ steering groups and Board member for 2 joint venture companies (2006-2007). I had full P&L responsibility for 20-26 M€ and 700-900 employees. Led a team of 4-10 direct and indirect reports, and reported to Business Area Director, Helsinki Metropolitan area. My goal was to maintain and grow customer relationships and ensure customer satisfaction & continuity and manage the 5-10 largest ISS clients in the Helsinki area (Key Account Unit). Earlier my primary goal was to achieve a profit turnaround with a rigorous cost-cutting program and effective change management, and the unit was performing well by the time I transitioned to a new assignment at ISS (Eastern Helsinki Business Unit).- Achieved a total turnaround in one year. - Re-negotiated customer contracts for better profitability. - Reduced personnel costs by approximately 10%.

As Business Controller I was Helsinki Metropolitan area management team and led a team of 26 direct reports (invoicing, financial administration), and reported to Business Area Director, Helsinki Metropolitan area. My goal as business controller was to act as a bridge between finance and business. One month after I started, ISS acquired Engel, its largest competitor, with both companies generating a turnover of 200 M€. I played a key role in the integration process, contributing in creating the "new" company. My responsibilities included serving as the business controller for the Helsinki area.- Managed the post-merger integration by harmonizing financial routines and processes at the group level, and developed business critical and relevant data for the business operations. - I had a significant role in planning the new organizational structure. At that time, the Helsinki area comprised several units with a combined turnover of up to 120 M€.Company Info: ISS Palvelut Oy, Helsinki. ISS Palvelut is one of the largest private employers in Finland, providing cleaning, property maintenance, restaurant, and security services to businesses, communities, and the public sector. 2023: revenue 445 M€. 7613 employees.

Helsinki, Uusimaa, Finland

As Auditor and Team lead, Manager for B2B assignments and M&As I led (2002-2004) a team of 1-3 associates in matrix and reported to Partners. In my role, I primarily focused on audit work, while also actively participating in M&A transactions.Within just two years, I was promoted to manager, where I took on the responsibility of managing my own clients. Throughout my time at PwC, I was consistently ranked among the top young auditors at PwC Finland and received the highest bonuses for several consecutive years. Participated in approximately 10 M&A cases varying from small to midcap companies.Company Info: PricewaterhouseCoopers Oy, Helsinki. Business management consulting company. The purpose of PwC is to build trust in society and solve significant problems. Services include business management consulting, business restructuring services, tax advice, legal services, risk management, auditing, and other verification services. Turnover 182 M€, ~1300 employees.

Master Of Science (Msc), Accounting

Education record