Driving our Games business as business unit finance director and management team member. In this role I'm working closely with BU management, studio leaders and strategic sourcing to ensure success of our gaming business in the short and long term. BU financial management, business case validations, 3rd party contracting and other value adding finance activities are at the core of my role.

Acting CFO during transition period.

I led an international and multicultural team of half a dozen F&C managers and experts. The team's main responsibility was (and is) to support top management and business units in their decision making via management reporting, financial planning and analysis. My main personal responsibility was to enable team members to give their full contribution towards set targets but also to make sure management reporting was done in a timely manner. On the side, I was also responsible for Group transfer pricing and 2015 EU VAT change compliance.

I joined Rovio to support and manage growth from financial perspective; to setup management reporting processes. The first months in the company I spent completing 2011 reporting and setting up structures for 2012 financial follow-up. As soon as those bits and pieces were in place, I moved to a role of Group Controller to build F&C organization for the company - a transition planned already when I joined the company.

Main responsibility Group management reporting and review processes. I made sure financials (actuals and estimates) were consolidated and analysed for the management.Led a multinational team of four experts (R&D, Operations, Services and Sales Controllers).

My previous role was to contribute to the performance of Vaisala's business divisions (Controlled Environment - a global business with annual revenue of +50M€) as a member of the division management group. Main responsibilities included division Balanced Scorecard development and maintenance, sales force performance tracking and compensation planning, financial analysis, annual planning and continuous forecasting.I also took care of finance related projects within Controller Environment, such as finance integration of acquisitions.

In this position, my main responsibilities were financial analysis and planning, as well as business process development. I provided management decision support for the GS global business. In more detail, my duties included annual and bi-annual planning (budgeting) and continuous forecasting. Being successful in the work required daily collaboration with global partners such as sales organisation and laboratories.

I took care of manufacturing site management and corporate reporting and the development of management reporting systems. I was also the superuser and administrator of local financial systems (Oracle Applications financial modules, Basware TEM, etc.). My duties also included monthly financial analysis and site sales and expense budgeting.

I worked in the data warehousing project which aimed (and succeeded) to build a data warehouse for operational and financial management of the Turku Site manufacturing facility. Tasks included systems and database design and building, as well as implementation of tools (Business Objects and small custom applications). User training was also part of the process I conducted. The data warehouse built incorporates data from various sources such as Oracle and SAP ERPs, HR systems, flat files, etc.