- Member of Volvo Cars Procurement Management Team Strategically developing the department using OKRs, implementing new more efficient way of working and ensuring a close cross functional collaboration. Hard Ware: Responsible for 340 persons globally, 100 BSEK in spend.-Instrumental in reaching record high savings in the 15% cost saving program 2020/2021, keeping the production running to safeguard a second half of 2020 record sale and profit and redefining the supplier relationships to a sustainable and highly efficient level. - Leading the 2020-2021 Semiconductor Task Force and way forward with safeguarding production for hundreds of thousand cars.- Member of the team working with the Procurement sustainability direction for Climate neutrality, Circular economy, and Responsible business. Defining the offshoring strategy, robotization opportunities and also the requirements for the system landscape, developing the processes and tools needs.- Co-lead for the strategy and transformation roadmap creation and way of working

- Responsible for Global Purchasing with a spend of 800 MEUR, direct reports 145 persons in 20 locations, operating in a global matrix organization (7 BUs, 30 factories).- Member of Kongsberg Automotive's Executive Committee.- Implementation and Driving of cross functional end-to end business development.- Strong commercial and business focus. Examples of excellent results achieved: Cost savings of 3-5%, Supplier base reduction with 50%, Supplier quality improvements: PPM reduction to 1/10 of the original number and claim reduction with 50%, Transportation cost reduced with 30-35%, Yearly CAPEX savings of 10-30%, Implementation of a supplier resin program.- Successfully handled the team setup and work distribution to ensure delivery and manage supplier crisis situation.- Main driver and developer of the Responsible Sustainability CSR supplier program.- Business planning, budget adjustment and management to achieve defined goals, control and follow up of results.- Superior verbal, written, facilitation and presentation skills.- Chairman of the Board in KA AB (Mullsjö) and KPPS AB (Ljungsarp).

- Responsible for the Purchasing Strategy development and continuous improvement/Business Excellence set up - Managing a group of 20 people directly and 500 indirectly- Lead and implementation of major change program within SKF managing structural change of how to perform purchasing as well as cost down activities, strategic sourcing and supplier reduction programs. - Implementation of Organizational set up, a new process framework, operating model and updated roles and responsibilities.- Developed and started up of the Purchasing talent management: Development of a Purchasing academy, Job Roles, Career Paths, Competence Matrix, Competence assessment and training plans- Development of the CSR responsible sourcing committee, the processes and the team- Deployed a risk management frame work for Purchasing - Purchasing representative in the cross functional global ERP implementation program - Contract repository development- Developed and Deployed a Total Cost of Acquisition (TCA) tool including guidelines that improved Purchaser’s and the business understanding of cost structure and Supplier Performance

- Responsible for developing a world-class Purchasing operation for SKF and the purchasing result of the direct material area in coordination with the Business Areas/Units (Automotive, Industrial & Service). Managing the target and business plan process for Purchasing.- Responsible for supplier relationship, strategy development and deployment, agreements, innovation scouting, commercial decisions, delivered quality and broken promises for the Direct Material for a spend of 2,5 billion EUR. Managing 100 Purchasing persons directly and 400 indirectly.- Examples of excellent result achieved: Delivered yearly savings of 1-3% despite the very difficult situation on the steel market, Increased the BCC sourcing with 20%, Reduced the supplier non conformance complaints significantly: -45% on claims, Implemented service stock with the top 40 suppliers to a value of 5 MEUR in NWC improvement.- Development and implementation of the SKF New Supplier Delivery Concept with the target to have 3 days lead time for all purchased material (A & B parts)- Implemented service stock with the top 40 suppliers with significant NWC improvement- Developed and implemented the true cross functional Purchasing led category strategy set up.- Participating in the development of the S&OP process in SKF and the implementation in Purchasing

- Manager of four Category Managers and one analyst in the area of Raw Materials (Bars, Wires, Hot Rolled Rings, Tubes, Strips) in SKF with a volume of 1 billion USD.- Co-ordination responsibility for approx. 40 factories and their Purchasing personnel worldwide including strategy development, capacity management, cost down activities, negotiations etc. cross 13 business units and 100 people- Developing of a segmentation model for the Raw Material Purchasing area with a clear action plan on what suppliers to grow, reduce, face out, develop. Identification of needs for further development.- Negotiations, management and set up of major contracts with Global suppliers- Building up the relationship and the supply of steel from the China steel supplier base together with engineering and steel development in SKF. The first western company that signed and agreement with one of the leading bearing steel suppliers.- Set up of cross BU category purchasing meetings for efficient implementation of cost saving activities, leveraging negotiations, secure supply, aligned activities- Development of the Cross Functional Strategy work for Purchasing within SKF - Category Management Teams

- Manager for 42 people in the area of Steel, Aluminum and Petrochemical Products for Ford, Volvo and Jaguar/Land Rover plus Stampings for Ford of Europe with a yearly volume of 2 billion USD. As a Pan European leader the skills in structures and co-ordination was key- Purchasing leader of the cross-functional team (engineering, supply chain, finance etc) in steel focusing on supplier development and total cost down activities. Delivering significant savings based on VA/VE and cross functional work- Developed together with researchers from US a steel forecast model that we used in the negotiations with our steel suppliers and managed to reduce and keep the prices in an environment where steel prices continued to increase. Major cost benefits achieved- Implemented a supplier resin program and a supplier steel sheet program where suppliers bought resin on Ford contracts with significant saving- Together with senior managers in Ford developing a partnership agreement together with BP for different oils, petrol and diesel where Ford got preferential treatment- Starting up the cross functional paint board with a target to reduce cost with 20%. - Part of Ford of Europes Purchasing management team for one year

Senior Purchasing Manager, Powertrain, Volvo, 2001-2004Manager for 21 people in the area of Engine and Transmission for Volvo and Jaguar/Land Rover with a yearly volume of 0,5 billion USD. Responsibility was that around 100 suppliers fulfilled necessary demands and that the business targets was met. Participating in the development of Roles and Responsibilities and Processes.

Program Manager, Powertrain Purchasing, Volvo, 2000-2001Purchasing Manager for Powertrain programmes with the responsibility to source on time and at the targeted prices. Co-ordination of information and demanded actions in cross functional team including Mazda and Ford.

Purchaser, Volvo, 1995-2000Responsible for the entire valve system, sealers and gaskets for Engine and Transmission Purchasing. Acting Manager from May 1997 to October 1998 for Base Engine. Acting Manager for Dressed Engine Oct 1998 to Feb 1999. Maternity leave May 1996 to May 1997 plus Feb 1999 to May 2000.

Planning and accomplishment of projects within the transportation area with focus on alternative motor fuels, vehicle technology and emissions. Editor for the company's monthly news letter ”Ecomonthly”. Secretary in the Technical Committee of the international natural gas organisation, IANGV.From 1993 responsible for the business operations in the Gothenburg office and sales liable for the western parts of Sweden.