Consulting assignments with a focus on process- and project management, leadership development and HR. Larger assignments since the start:• Tre – project management of rollout of new sales methodology throughout the sales- and customer service organizations in collaboration with Learning & Development at Tre.• Alleima – Development and facilitation of a global leadership program. Involved in learning design and content creation.• Cambio – project management and facilitation of culture development project with the aim of clarifying and strengthening the company's culture and the employees' awareness of which behaviors are successful for the company to achieve its high set goals. A bottom up/top down process in several steps with both customer and employee perspectives.• Systembolaget – project management and facilitation of a new structure for job architecture and roles.

Interim assignment. The position was a parental substitute to begin with, but was extended when the regular HR Director resigned and the company was facing major changes including the pandemic. I was responsible for strategic and operational HR in the Tobii group with approx. 1000 employees and with an HR team of 9 people in Sweden and approx. 10 people in the USA and China. My focus areas during the assignment were to;• Create an effective, high-performing, autonomous and sustainable HR team• Create consensus and collaboration around the HR processes in the global HR community• Develop the strategies and content for a learning organization including leadership development as well as digital tools for learning and follow-up.• Drive major changes within the whole and parts of the Tobii group (downsizing and remote work during the pandemic, separate listing of one of the companies, merger of rest of the group companies)• Build a stable, user- and business-friendly digital HR platform• Update the job architecture and salary structure to match the needs of the organization• Keep the pace of the D&I-work

I ran one of Sweden's largest leadership podcasts with +10,000 listeners per episode. In the podcast, my podcast partners (there were several) and I talk to each other and to guests about interesting topics and perspectives on career and leadership such as communication, learning, collaboration, organization, community development, etc. We produced just over 100 episodes, and the pod is still alive with new hosts.

I believe that good leadership produces good employees and vice versa. A leader can never pull the whole load by themself without their team - so the team, or group, is the arena where we can create results and where we need to train to be better, together.My focus at Capacitet was Teams, and I worked with the development of the business through the development of management teams and work groups at all levels in the organization. My work became relevant in everything from simple lineorganizations to complex matrixes.

I started my own business in 2013 since I wanted a larger variety in assignments, combining HR.projects with change management and leadership-, team- and organizational development. e management where I use methodology based on a conviction that change happens all the time, can be delt with in pragmatic and simple ways, needs involvement and engagement from top to bottom and that both staff's and managers people skills are essential.I mix HR Interim services with development assignments and non-profit efforts and my assignments have included building strategic HR-processes, analysis and support in the change process of teams and organizations, conflict management, executive coaching and much more. My clients are both in private and public sector and span from small businesses to large corporations.To my opinion HR is Human Relations and thus a skill to develop and nurture among both managers and employees.

I had the time of my life guiding groups of managers and business executives in developing their communication skills. Do you realize how much of your leadership potential that lies in the way you communicate with others? Most managers I met during this time did not - before they started training. Together with actors and using methodology from the theatrical scene in a mixture with modern leadership- and communication praxis, our customers practiced with constant and instant feedback in all kinds of various exercises. We had a degree of 98,5% totally satisfied customers!So where and when do you exercise your communication skills?

At this stage I was responsible for strategic HR in the Tele2 group of companies with over 7000 employees where I had a seat in the global management team and my own HR-budget. I managed 3 specialists at the head office in Sweden together with 11 local HR-managers in the matrix. My assignment was mainly to harmonize key differences in culture globally as well as integrating new businesses. A big challenge in a Swedish corporation with more than half of its employees working in Russian speaking countries with a mixture of blue collars, sales- and admin staff.My areas of focus were among others:- Shaping an HR strategy with a focus on corporate culture supporting the core business- Identifying and developing performance & talent management meaning how to make people talented and high performing in the Tele2 surrounding.- Bringing forward the form and procedures for HR collaboration globally - a major change program, most in attitude, throughout HR.

This was my first job at Tele2 and I was responsible for operational and strategic HR in Tele2 Sweden and Norway and a member of the management team, own budget and with a total of 1,300 employees blue collars, sales- and admin staff. In this position I had 14 direct reports in the HR-team and Internal Services department and the company had a collective agreement. I focused a lot on restructuring the HR team and our processes to become more professional and clear with maintained integrity. The company bought and integrated a few smaller businesses during this time - which processes I supported. My areas of focus were among others:- To strengthen the Tele2 employer brand through development of the trainee program and a variety of activities in collaboration with Universities and Colleges.- Implementation of Performance management in both what has been achieved and how- Building clear processes and tools for managers to make HR common knowledge- Design and implementation of leadership development programs to foster talents and build networks of managers for enhanced efficiency

This was my first management job in HR - and I loved it. I was responsible for operational and strategic HR in the Swedish operations with 450 employees - and I knew the name of almost everyone! As a member of the senior management team of Business Support I led a department of five employees with a focus on making HR processes operating close to the business and creating and maintaining a strong employer brand. I focused a lot on:- Strengthening the Carnegie employer brand through the development of internships and activities in collaboration with Universities- Building a mandatory basis for leadership development in the Swedish operations- Forming a cohesive HR department with high integrity and good reputation in the organization

A rookie on her first HR-job in the finance industry. I started off by doing recruitment and after just two hires the stock market sank as a stone and most of our competitors disappeared in mergers or had to close down business. These were turbulent times and I enjoyed every day of it. Even though we eventually also had to lay off people, I think conflicts and crises are the point where an organization really has a possibility to change old patterns. Carnegie was a company of approx. 500 employees when I started and HR supported the whole organisation. When the recession in the finance industry came along HR was decentralized and I started working for the Private Banking, Asset Management departments as well as the CEO office. With the new CEO Karin Forseke on board things started to happen since she was very much conscious about the contribution of solid HR.

My last job before entering the university and also the reason I started studying behavioral science. I was doing all kinds of work from typing the CEO's letters to demonstrating cars fueled by natural gas on energy fairs and expositions. What triggered my curiosity in behaviors was a conflict within the company that consumed a lot of energy and became a barrier for productivity and efficiency.

I ran a start up business within the wine industry together with Josh Vieira at the time when the swedish market for wine import was deregulated. We traded mostly with European wines but started up business with American and Australian producers in the year before I left.Our main focus was to introduce quality wines to high end customers and to offer a few bulk wines to the broad public by distribution through Systembolaget.