Open for ideas.

The divestment of our SEK 850 million wind-turbine cooler division to HydraSpecma was finalized in 2023.The remaining heat transfer business for diesel and battery-electric applications has a turnover of SEK 340 million.I have been with Ymer since 2016. A highly entreprenurial business.

EQT has grown from its Swedish origin to become a truly global private equity investor with EUR 118 billion in asset across 36 active funds. We have 300+ companies with a total revenue of more than EUR 40 billion (Mars 2023). Since inception, on average, we have helped grow our portfolio company’s revenues with 17 % and their EBITDA with 18%, annually.I joined when EQT was still in its early days and have been engaged in the Nordics and Germany. 13 years later, EQT is now a much larger global investor, most of the founders and early partners have retired or moved on, and so did I. Great years with great people building some of the best businesses and growth methodologies.

Ymer Technology develop and manufacture heat transfer systems for wind power turbines and for diesel and battery-electric off-highway vehicles.Ymer customers, offices and production sites are in China, Europe and the USA and our sales grow from 300 MSEK to 1,032 MSEK 2016 to the end of 2020.

SEB is the leading bank in Scandinavia for corporates and financial institutions.

I joined SEB to help grow the Retail & Corporate Banking Division to reduce the bank’s dependency on Institutional Banking and volatile fee income.My role became COO responsible for product business areas, technology, marketing & sales and certain staff units. I was also Chairman of SEB’s cross-divisions new product approval committee and a member of SEB’s Global IT Board and SEB's Global Asset and Liability Committee (the later is banking specific and is key to resource and capital allocation amongst business opportunities).We created a more customer centric business model then before, delegated responsibilities, improved our processes, boosted the self-esteem in the organization, introduced best-practice benchmarking, made vast adjustments to digital opportunities and reviewed our product portfolio, offerings and pricing strategies.We grow the retail and corporate banking business in four years from €225mn to €700mn in Operating Profit, generated from topline growth, client acquisitions, improved processes and work methods, lowered cost and reduced capital employed.

CRYEX was a well-funded startup that targeted the FX-market to enable order-driven, central party clearing of FX-transactions for financial institutions. White Star Capital and Northzone were Series-A lead investors.

Various senior management roles. Acting Chief Financial Officer and deputy Chief Executive at Vattenfall (2000, 2008 and 2010). Chairman, Board Member and President in various group companies 2004-2010. Finance lead and M&A lead 1995 - 2008.At the time one of Europe's largest power companies with the aim to size up and learn new technologies to be able to play an instrumental role in Sweden’s future replacement of nuclear power stations.13% CAGR during the years with Vattenfall (1995-2010). From €670 mn to €4.4 bn in Operating Profit, generated from M&A, geographical expansion, margin growth in electricity generation along with business model changes and cost reductions.

Lehman-crash management, being a major European commodity and energy trading organization. 215 professionals in five countries responsible for the Group fuel sourcing and logistics, market access of electricity and energy commodities (electricity, oil, gas, coal, freight, CO2), risk hedging and proprietary trading.

Our consolidation period after international expansion. Engaged in technology and IT investments, governance and organizational transformations. 500+ professionals (45 professionals at HQ) in finance, M&A and strategy.

Our growth period with the task to build a substantially larger, technologically more diversed and financially stronger international company to enable the future replacement of the Swedish nuclear power plants. I had a great CEO and CFO who let a fairly young engineer take a great role in this transformation. My team did European M&A (four larger German transactions totaling €6 bn, several mid-sized and small transactions). Infrastructure projects in Sweden, Poland, Germany, Asia (e.g. a €310 mn HVDC project and a $300 mn power plant project).

Some of my best professional years. The people remain a great network to me. Industrial equipment sales (Europe), export finance (eastern-Europe), M&A transactions in Europe.

Production engineering (workshop rationalisation), engineering design (FEM bodies)