Jag är Samtalsledare/Moderator för en VD grupp som arbetar i eller med Industriföretag, med fokus på bland annat Strategi- och Ledarskapsfrågor

I am working with transformation of companies within the area of the 3S as an advisor/consultant or interim. S stands for:- Steering meaning financial steering or company steering - Strategy and business development- Service market, Commercial and in the R&D process

Service Market Responsible for Cab over Engine Vehicles i.e ordering/balancing the Service Market Features in Product & Services Development. Working with Preventive and Corrective Maintainability strategy and analysis in the Service Market Impact tool (to set the Service Contract prices). Life Cycle Earnings model responsible. Involved in Battery Electric Vehicles and Fuel Cell Electric Vehicles development and maintenance.

2016 I was responsible for Global aftermarket strategy, planning and roadmaps for four brands Renault Trucks/Mack/UD and Volvo Trucks. I was working with the future plans and projects for Aftermarket - Uptime offerings and Parts Offerings including Service Contracts. Member of Parts Business Committee. Between 2017 and 2020 I was working in the Uptime organization, responsible for the strategy & planning and for the Uptime Portfolio, developing Connected Services for the trucks and… Show more 2016 I was responsible for Global aftermarket strategy, planning and roadmaps for four brands Renault Trucks/Mack/UD and Volvo Trucks. I was working with the future plans and projects for Aftermarket - Uptime offerings and Parts Offerings including Service Contracts. Member of Parts Business Committee. Between 2017 and 2020 I was working in the Uptime organization, responsible for the strategy & planning and for the Uptime Portfolio, developing Connected Services for the trucks and Automated Solutions in the workshops. We were driving the Volvo Trucks Connected Uptime Journey and service development in many areas, among others in: RSWDL, connected support, dynamic service planning. I was a part of setting the strategies for Uptime and responsible for the portfolio development with external and internal suppliers. Show less

During 2014-2016 I was working as Commercial Business Manager i.e Maintenance Parts responsible, including Volvo Lubricants in the Genuine Volvo Parts Offering. The Sales amounted to approx. 1.5 Billion SEK in EMEA. I was responsible for Business support to our markets in Europe North Sales (i.e Central East, Germany, Austria, Switzerland, Benelux and the Nordic countries). I was also focusing the offering towards our Construction Segment.

Board member in the Volvo Truck Center Board in Denmark.

I was working within the Sales & Marketing, Commercial Offer organisation for EMEA (Europe, Middle East and Africa) responsible for Business Development, taking care of business opportunities for the Aftermarket. I was especially working in the area of workshop offerings, for examples on-site maintenance, service development and package pricing.

I was responsible for Aftermarket Projects requirements & Soft Product Strategy within Volvo Brand Product Planning, I was responsible for requirement setting & managing aftermarket features for the major vehicle & aftermarket projects towards 3P, Volvo Parts and Volvo Powertrain.Main projects: All Heavy Duty Euro6 projects and the New FH Truck.I was strategic responsible for the aftermarket (Parts, software, accessories & workshop services). I was the secretary for Volvo Trucks After… Show more I was responsible for Aftermarket Projects requirements & Soft Product Strategy within Volvo Brand Product Planning, I was responsible for requirement setting & managing aftermarket features for the major vehicle & aftermarket projects towards 3P, Volvo Parts and Volvo Powertrain.Main projects: All Heavy Duty Euro6 projects and the New FH Truck.I was strategic responsible for the aftermarket (Parts, software, accessories & workshop services). I was the secretary for Volvo Trucks After Market Board, which was driving and deciding main strategic aftermarket issues. Show less

I was project leader within the Quality/Aftermarket organisation Q&TS Volvo Trucks, where I was working with different global aftermarket projects. I was ordering & responsible for Parts Support & Development budget of approximately 300 MSEK.

In International Division I was responsible for Business Development and Strategic projects. I was part of International Divisions Management Group and responsible for strategy, business development, market and customer analysis, business intelligence and military sales. I had 6 persons reporting to me. I was Board member of the business areas of Asia, Latin America and Africa/Middle East. We were driving a program for Dealer Development, direct sales and ownership of central dealers in Asia.

I was responsible for Volvo Trucks and for Global Trucks Strategic Business Plans. I was heading Volvo Trucks Strategic network and co-ordinated the commercial- and industrial plans. I was in charge of the strategic agenda for Volvo Trucks towards AB Volvo and responsible for the strategic meetings with Trucks Executive Group (TEG).I was secretary in the TEG and responsibel for the total integration projects between Volvo, Renault and Mack Trucks. The work was driving synergies between the… Show more I was responsible for Volvo Trucks and for Global Trucks Strategic Business Plans. I was heading Volvo Trucks Strategic network and co-ordinated the commercial- and industrial plans. I was in charge of the strategic agenda for Volvo Trucks towards AB Volvo and responsible for the strategic meetings with Trucks Executive Group (TEG).I was secretary in the TEG and responsibel for the total integration projects between Volvo, Renault and Mack Trucks. The work was driving synergies between the Truck companies mainly within the Industrial part, Purchasing, Product Development, Powertrain and Commercial Units. Show less

I was working within business control in AB Volvo with responsibilities towards Volvo Trucks and Volvo Buses. The main tasks were to develop forecasts for Profit & Loss, Balance Sheet & Cash flow reports to the Group Executives and prepare the business areas and business unit’s investment decisions. I was secretary/coordinator for the Global Finance Board (GIB Finance) at AB Volvo where we implemented SAP in the Volvo Group including Volvo Cars

From 1994 I was working as a Chief Financial Officer in one of Sweden’s biggest Catering/ Restaurant companies Eddo Restaurants, which was driving approx. 40 units. Eddo was a fully owned Volvo company managing restaurants, catering, hotels & conferencing service. I was part of the management and had 11 persons reporting to me within the functions of Finance and IT. We were driving and implementing big changes in the Finance and IT area as for example new finacial systems and new ways of… Show more From 1994 I was working as a Chief Financial Officer in one of Sweden’s biggest Catering/ Restaurant companies Eddo Restaurants, which was driving approx. 40 units. Eddo was a fully owned Volvo company managing restaurants, catering, hotels & conferencing service. I was part of the management and had 11 persons reporting to me within the functions of Finance and IT. We were driving and implementing big changes in the Finance and IT area as for example new finacial systems and new ways of working. Show less

I was working as administrative executive manager/CFO at Service Partner Airport Restaurants, which was a fully owned Ltd in within the SAS Group. We were driving restaurants & catering within 9 airports in Sweden. My responsibility was Finance including Purchasing and Central Warehouse and 9 employees were reporting to me. I was a member of the Management group. 1993 and 94 I was working with the start up of SSP Hospital Catering Ltd biggest project in Sweden at Danderyd´s Hospital… Show more I was working as administrative executive manager/CFO at Service Partner Airport Restaurants, which was a fully owned Ltd in within the SAS Group. We were driving restaurants & catering within 9 airports in Sweden. My responsibility was Finance including Purchasing and Central Warehouse and 9 employees were reporting to me. I was a member of the Management group. 1993 and 94 I was working with the start up of SSP Hospital Catering Ltd biggest project in Sweden at Danderyd´s Hospital in Stockholm. We managed the meal businesses with a new business concept - Cook and Chill. I was working as administrative executive manager for the Stockholm Region for Finance, IT and HR. I was a member of the Executive Group. Show less

My first work after my education was at Stena Line, where I had a several different roles and responsibilities during 8 years. I started in a trainee-program with the following working tasks: • Project leader for a big On Board rationalisation program (Saving 100 MSEK/Year)• Central Budget responsible for the Stena Line Group • Administrative manager for the Market company in Germany I was active as business controller within different departments between 1985 and 1989… Show more My first work after my education was at Stena Line, where I had a several different roles and responsibilities during 8 years. I started in a trainee-program with the following working tasks: • Project leader for a big On Board rationalisation program (Saving 100 MSEK/Year)• Central Budget responsible for the Stena Line Group • Administrative manager for the Market company in Germany I was active as business controller within different departments between 1985 and 1989, both at the finance department and in the line-organisation for the Germany route. During 1989-1991 I was working as the Executive President’s business controller and was a part of the executive management group. I was working with a broad part of business controlling both within Finance and market investments. I was a initiating and driving a number of business development projects regarding purchasing new ships and hotels, starting new business areas and working in possible acquisitions. Show less

I was driving an own company that was importing products, mainly clothes, accessories and toys to Sweden and selling to retailers and end customers.

Board member in Svenska Småföretags Institutet during 1984-1989, which was driving consultancy business and projects for graduated students at Handelshögskolan in Gothenburg. Developing a network of small companies for growth together with newly graduted students.