Sveriges största kompetensutvecklare för företag och organisationer!

Bannerbow – a Swedish innovation for marketing, events and exhibitionsBannerbow creates a room within a room. It can create a frame for your exhibition. Two can be crossed over a lounge group and several in a row creates a tunnel. It is suitable for quick events as well as part of an interior design.

Bizztool is a consulting company that focuses on strategic and operational work within Business Development. I have mainly collaborated with incubators who work on behalf of the Swedish Agency for Economic and Regional Growth and Vinnova. I have had the role of advisor, mentor and coach for business leaders and management teams who need support with their business development. I have mainly helped startup companies with export strategies, international trade, IT strategy and digital sales. I also do lectures where I share practical experiences of digitization. In my role as a consultant for an incubator, you work very closely with different investors. I have also helped companies in the process of finding venture capital to finance their growth. Mainly through traditional investors but also through crowdfunding.Experiences: Business development, organizational development, coaching, growth strategies, venture capital, sales and marketing strategy. Brand strategy, export strategy, digital strategies, social media.

Create offers a business development process and experienced business coaches to start-ups, researcher and businesses with high growth potential in central Sweden. Business ideas, entrepreneurs and venture capital are given favorable conditions for faster growth of business and research-based innovations with international growth potential.

Inkubera are an incubator and a catalyst for those who want to create a prosperous and growing innovative company. Our core business is to support selected entrepreneurs. Our goal is to develop successful entrepreneurs so that they can start and build prosperous companies in the region.

Aspelin Motek AB is a subsidiary of Norska Motek AS. Motek is a trading company that works with sales of products and services to the construction industry. Sales take place through outreach sales, as well as stores and e-commerce. The group is active in the Nordic region and the company has sales of approximately SEK 1.2 billion. As CEO of Aspelin Motek AB, I was responsible for the markets in Sweden, Denmark and Finland. The turnover was about 60 million and the number of employees about 25 people. I took over as CEO 2 weeks after the financial crisis started. This meant that I needed to quickly analyze and get to know an organization that I barely knew anything about. Having to lead an organization that you are not familiar with through a crisis was extremely difficult and challenging, but at the same time extremely developing for both me and the organization. We managed to create a positive energy and a great belief in the company's ability that made us perform better than the market in general.Despite the market shrinking extremely quickly, we were able to quickly adapt the business with a successful result. During the crisis, we launched new products to make the company even more competitive. 2010 - 2012, the company made its 3 best results ever in the company's 30-year history. I'm really proud of that.Experiences: Reorganization, organizational development, trade union negotiations, business development, board meetings, management meetings, HR, budget, financial management, growth strategy, import and export of goods, sales & marketing (4 own agencies),B2B, KAM for key customers, wholesale business, sales through resellers, trade fairs, warehousing and logistics, service workshop, procurement IT systems. The company's representative in various business networks and industry organizations. Supplier negotiating international agreements.

Rentokil Initial is a global world-leading service company. Initial AB is a subsidiary of Rentokil Initial and operates in several different service areas. As COO, I was initially responsible for the operations in a region called NORDSIP Sweden, Norway, Finland, Denmark, Switzerland, Ireland and Portugal. The business had sales of approximately SEK 300 million and about 250 employees, the position was located at the head office in Voorburg, Holland. After a reorganization of the group's structure, I became responsible operations manager for the Nordic region. As chief operating officer, I reported to the CEO of the region and was part of the region's management team. The company was very expansive and made a number of company acquisitions in Sweden and Finland. My role was to integrate the operational parts of the companies with the existing operations. Another important task was to coordinate the operational activities in the different countries and identify areas where one can benefit from each other's experiences, in order to then lead the locally responsible managers towards a more profitable business in each country.Experiences: Business and organizational development, personnel development, training programs, reorganisations, mapping and optimization of work processes for sales, production and service, strategy work, project management, defining and implementing key figures. Company acquisitions and integration of acquired companies. Procurement and implementation of several business critical IT systems such as ERP and service & maintenance systems, GIS systems for logistics optimization, CRM. Budget work, recruitment, contract negotiations, market introduction new products.

Halda AB develops and sells advanced IT systems for vehicles, as well as hardware such as taximeter, printer, GPS and computers for vehicles.I was responsible for a department with 15 IT specialists. I worked in the Nordic region, with offices in Västerås, Oslo, Helsinki and Copenhagen. The department is divided into three different areas. The company's internal IT operations. Customer support is an IT services and offers customers various levels of SLAs. And a group that was responsible for project deliveries in connection with new sales. The department was also responsible for after-market sales of products to a network of dealers / partners throughout Europe.Experience: Organization and business development, personnel, management meetings, board meetings, budgeting, IT manager, IT operations, callcenter, project owner/manager IT projects, product development hardware and software, warehouse & logistics, customer support, technical sales, after-sales, supplier negotiations.

Iterium was a startup company active in ASP (Application Service Provider). The services we sold to customers were operation and maintenance of customers' IT systems in one of Europe's most modern data centers. I was involved at a very early stage and had an active role in starting the company. The company received the award "ASP Supplier of the Year 2001". We had a rapid organic growth from 5 to 25 employees in just over 1 year. We also acquired another company in order to grow even faster. The growth was financed by capital from an international investment company. The largest customer we had was the Proffice Group. Unfortunately, the company was very negatively affected by the IT crisis in 2002, which led to the company being sold. However, the crisis was too severe and long-lasting and the company unfortunately went bankrupt. A very sad development, but at the same time an enormously educational and developing period for me personally.Experiences: The first time I worked with creating standards and internal work processes for sales, projects and support, this resulted in e.g. in an ISO certification of the company's project model. I was also involved in the design and implementation of the company's SLA. Organizational development, reorganization, trade union negotiations, management meetings, project management, sales, sales training, customer value-based sales and pricing, technical sales support, IT consultant, mapping / analysis of customers' existing IT environment before major strategic decisions.

CGEA (now Veolia) is one of Europe's leading passenger transport service companies. As Network Manager, I was responsible for the Group's global IT network (WAN) with about 900 users spread over nine countries.I was primarily responsible for the collaboration with the Telecom supplier. Procurement of hardware, software, communication and consulting services. I was also responsible for the introduction of several security solutions. I represented the parent company in the group's international IT council. Project manager for various projects, both in Sweden and abroad. My area of ​​responsibility also included technical establishments in new offices and expansion of the Group's IT infrastructure in Europe.Here I got to experience my absolutely most comprehensive and demanding project to date, to ensure the operation of all IT systems before the turn of the millennium. The IT systems were directly connected to the operation of Stockholm's metro, train traffic, and several other critical systems such as signaling systems, alarms and passage systems.