I am responsible for the management and the development of the group focusing on a medium to long term perspective. Tasks include business development, organisational development and scouting for growth opportunities.The group currently consist of JP Spol & Relining AB, Rörinspektion i Karlstad AB, VVSteknik Spol & Relining Sverige AB and VVSteknik Energi 023 AB. The group has a turnover of ~135mkr and ~90 employees.I hold this role because my past successful experience from change management and ramping up business for profitable growth using my vast management toolbox.The group is majority owned by AB Segulah.

After employments in large corporations, I found an exciting opportunity in being part of an entrepreneurial journey with niche parquet producer. I was appointed CEO and became partner 2019 in the Blekinge based company.My task was to implement a corporate structure for long term profitable growth as well as to re-establish the brand on the Swedish market. The journey also included introducing a new ERP system as well as establishing purchasing routines and being the CPO.During my tenure a sawmill was acquired to extend the company’s control of its value chain. The acquisition was a success, and the sawmill became a key driver for profitability. The scope also included becoming a supplier for cut-to-measure hard wood for the European market.I was offered the opportunity based on my previous successful experience of change management, my entrepreneurial spirit, as well as my skills in leading and developing business.

HTF was a joint venture between Hercules Grundläggning AB (NCC AB) and Italian company Trevi S.p.a. focused on specialist foundation works in the Nordic countries.My responsibility was to be the coordinating force between the two owner companies in addition to leading the daily business. Tasks covered, among other, business responsibility, marketing, leading tender work and being production manager ascertaining that HTF delivers upon its promise. I held this role because of my broad network within NCC and a good track record of working with internal cooperation. In addition, I have previous experience of working cross-boarders and know much of the challenges associated. One of the main challenges was working as a leader without the formal staff responsibility and getting all parties to strive in the same direction in an environment with several nationalities.

I was on parental leave for eight months with our first born.

My responsibility was to incorporate the former subsidiary Anjobygg into NCC and to develop the specialist competence into something scalable within NCC. The outcome was a unique setup within the construction industry with NCC becoming the frontrunner within the water treatment area as well as within swimming halls.The responsibilities were extended to include NCC's no dig business as well as the NCC ViaSafe business. The tasks include forming a Nordic unit of the previously locally run no dig businesses in the Nordic countries. Within the ViaSafe business my task was to lead the ramping up of the previous local business in order to be a nationwide business. The latter business was later spun off.The reason why I held the multifaceted role was my proven track-record of being good at managing and developing businesses. This was been done by forming goal-oriented teams that together achieve profitable growth through utilizing synergies and delivering upon strategy. This role allowed me to further develop my skills within management, leadership, business strategy, business planning as well as my analytical skills.

Anjobygg was a fully-owned subsidiary of NCC acquired in 2003. My task as the CEO was to prepare the incorporation of the company into NCC since it had operated as a separate company since it was acquired.Also, my task included to develop the water treatment and swimming hall business in line with the NCC strategy where these were prioritised growth areas.My skills within change management was a key to success. The change the former subsidiary went through in becoming a fully integrated part of NCC was substantial and key employees needed held finding their “why” to being part of NCC. The process was successful, and the key people all became NCC employees and took part in the further development of the specialist competence.The position allowed me to develop my skills within change management, management, leadership, business intelligence and business strategy to mention a few.

In the role I reported to the CEO of NCC Construction Sweden. My tasks included coordinating the development of the strategy process, planning for implementation, follow up as well as financial analysis of the business and various ad hoc tasks.My main contribution was my outside perspective coming from the banking sector with new ideas and a different approach as well as my skills within financial analysis. I developed my skills within business strategy, business planning, business intelligence as well as further enhancing my skills within financial analysis.

Responsible for independent and high quality analysis of the credit risk profile and transaction-related risks for corporations, banks, banking systems, and countries, used in credit- and business decisions. This position allowed me to develop my skills within financial analysis, investment and portfolio management.

Whilst in my final year at the Stockholm School of Economics I worked half-time as an analyst. My responsibility was financial analysis of part of the bank’s large corporate portfolio. My contribution was my strength within financial analysis.

My tasks included financial analysis of the bank's corporate clients in order to find potential for cross-selling of the bank's services. Moreover, my tasks included preparation of presentation material to the management team.

As an intern at Finsbury my task was to find potential new clients for the company based on structured market analysis.