Member of the Swedish management team with direct reporting to the MD.My daily work is to manage the company's ongoing and future operational business. This by working with our company’s strategic plans and to ensure that we work with standardization in all our processes across the company.

Independent consultant and Interim ManagerConsultant in Business Development, Sales Management, Executive Coaching and Business Strategy.Analysis and training to help a business improve.www.peaking.sewww.restaurangkonsult.se

Deputy CEO / Sales Director for the three companies Fordon Tornby AB, Autopartner Tornby AB and Bilbyter AB. The operations are conducted in two cities Linköping and Norrköping.The companies operate in the automotive industry and are dealers of Ford, Hyundai, Nissan, Citroën, Mitsubishi and the Suzuki car brands.

Managing Director. Member of the Nordic Management team. 135 employee and 24 independent franchisees across the country

As Business Development Director I am responsible for operating all major procurements and contracts with more significant strategic nature, and to work proactively with existing contracts to ensure that we maintain and develop them continuously over time. The role includes further developing of our sales processes and relationships to expand our points of contact so that we can add value to both existing and new customers. I am responsible for that the sales organization operating business solutions that lead to good operating within existing operation - in short, improve, develop, selling and increase our volumes. I am working with all our major selling projects and are responsible for our retention and cross selling.

Member of the Swedish management team with direct reporting to the CEO.My daily work was to manage the company's ongoing and future operational business. This by working with our company’s strategic plans and to ensure that we work with standardization in all our processes across the company. I was responsible for our contracts and that they carried on, not only operationally but to continuously establish links between our company and our customers. This was done through comprehensive retention efforts. In my work it takes a lot of good financial skills and an ability to independently identify and be able to formulate problems and have the ability to timely collect, analyze, evaluate and treat a complex material and to have a grip on cost-benefit situation and stimulate staff for action. The fact is that I was responsible for a business that has a lot of staff, staff with different knowledge, background and objectives. To get everyone involved in preparation of their own goals I had to give continuous feedback on how to make progress against their own goals and corporate goals. Achievement of own objectives and contribution to the business goals are always the basis for each employee and each companies development.

As a Key Account Manager I was coordinating and had the responsibility for developing our largest client. My responsibility was to develop and control the relationship between our company and the customer and to be responsible for different collaborative projects, and ensure that the right people and functions come in contact between our two companies.