Responsible for the PV company with a turnover of approx. SEK 500 million. Team of 80 people, of which 3 direct reports. The brands are Volvo, Renault, Dacia and Hertz. I report to the Group CEO and am responsible for the management team and the strategic and operational agenda.I have the overall responsibility for the company's goals och results, budgets, strategies, analyzes and action plans in all departments, the organizational structure and employee development, development of the sales process, salary audits, bonus programs, union negotiations as well as external dialogues and strategy presentations for the general agents.Results: Has been one of the most profitable Volvo dealers in Sweden for the last 5 years, where KAAB has had a profit growth (results befor rent) of +25% in the period. The good results have been created based on analyzes of the current situation, setting goals and the action plans in each department that were implemented and continuously followed up and where I supported and coached for the best outcome. Has initiated and carried out organizational changes in the service market (approx. 50 people) with clearer structures and more efficient flows for best collaboration and results. The change has had positive effects with clearer responsibility for the respective goals and a large ownership which has created a high drive and commitment in the service market group.I created and developed our way of working and the sales process from being reactive to a more proactive and value-creating way of working in contacting, following up and running the business with the customer. Has steered and created the conditions for our various business areas for continued growth and development with good profitability in an increasingly changing industry with the effects of new business models from the general agents, the electrification of the car fleet and the challenges of digitization in both the purchasing process and in the service market business.

Responsible for the Swedish Sales department, team 26 peers, with 5 direct report. The brands are Nutella, Kinder, Rocher and Tic-Tac. I report to the Scandinavian CEO and serves in the commercial management team. ACHIEVEMENTS: I have built a committed team with a high ownership of the sales agenda. My role is to inspire, motivate and coach and together we have in 3 years doubling (+100%) the turnover, improved profitability, strengthened market shares, create broader distribution both within existing channels, but also in new growth channels. I have implemented the way of work of My Perfect Store, in order to optimize sales from stores, which resulted in +20% growth rates in almost all the categories we operate in.Responsible for the P&L, agreements, negotiations, forecast, promotional budget, OH costs, overall sales and channel strategies, the planning process including Category, Customer and Sales plans etc.

Responsible for the Sales department of retail Sweden, team 17 peers with 5 direct reports. I report to the CEO and serves on the Swedish and Nordic management team. The brands are Blå Band, Varma Koppen, Touch of Taste, Bong and Campbell's. I report to the CEO and is part of the Swedish and Nordic management groups.ACHIEVEMENTS: In my role as Sales Manager I have successfully strengthened our positions at central main customer, resulting in enhanced listings with a broader product range. Has enforced organizational changes to improve cost efficiency and developed a more efficient sales processing with clear channel strategy and a clear agenda what is expected in stores. Efforts lead to increased sales, improved profitability (+10% units) and delivered strong ebit growth (>+100%).With the overall P&L responsibility my role include a strong focus on the internal reporting and financial KPI’s.

Responsibil for all the main customers and below Customer marketing with a team including - 3 Key Account Managers, Customer Controller, Trade Marketing Manager and Category Manager. Full P&L responsibility, establishing sales strategies, customer, category & trade marketing plans, price negotiations and to set priorities and the operating agenda along with fieldsales.ACHIEVEMENTS: In my role as National Account Manager I have developed our sales strategy, strengthen our customer dialogue through more value and fact-based approach including shopper & consumer insights. Rooted and established a transparent and confidential price adjustment process. Profitability has improved considerably.

Head of Customer Marketing & Strategy department. The team includes Trade Marketing Manager and Category Manager. The brands are Blå Band, Varma Koppen, Touch of Taste, Bong and Campbell's. I,m responsible for our trade investments and the trade markeing budget (instore activation).ACHIEVEMENTS: In my role as Customer Marketing Manager I developed a new profitable growth model, with a clear roadmap and clear priorities for the best product and customer mix. I increased category knowledge and the understanding of the sales drivers which resulted in stronger market shares and a more profitable business.

In my role as a Nordic Brand Manager I'm responsible for the brands Blå Band and Varma Koppen and for a project manager in the impulse & service sector. I report to Nordic Marketing Manager.ACHIEVEMENTS: I Developed and launched Blå Band chilled sauces and soups, re-launched the instant soup brand Varma Koppen with several new flavor concepts. Worked up television advertising and run campaigns, leading to strong market growth and higher market shares. Started the project "New Times" for Blå Band, which means cleaner and more natural products free of flavor enhancers, trans-fats etc. Have also been involved and responsible for the development of the R&D innovation process.

Responsibility for the sanitation area (800 Mio Skr) - the majority were toilets and sinks and other accessories. I report to Marketing Manager.ACHIEVEMENTS: I became early a part of the development with IKEA, started the development of non-branded and cheap sinks to the building trade sector in order to block the low-price import, I organized and set the asssortment and the launchplan of the company’s international premiumbrands Keramag and Sphinx for the Nordic market and also launched the first waterless urinal (Cero).

With responsibility for the brand Knorr. (Unilever bought the former Bestfoods, explaining the transition)In the role as a Brand Activation Manager the main focus was on the implementation of new products, campaigning and activation in store. This involved working closely with Trade Marketing, Kam and Sales force.

In my role as Brand Manager I'm responsibility for the brand Knorr. I report to Marketing Manager.Responsible for product development and packaging design work, research and consumer insights and analyzing market data, development of brand communication platform, media planning and advertising production, introduction of new launches to the main customers, stores and consumers.