For the moment I mainly work with projects for our clients LKAB and Swedish Energy Agency. If you want to help the green transition, please visit https://lkab.com/en/your-greatest-opportunity/

Vårt mål är att bidra till bostadsförsörjningen i alla kommuner med bostadsbrist. Det gör vi genom att skapa attraktiva och hållbara bostäder i stor skala till rimliga hyror.

I was given the task to transform the company "pm & co" into a relevant communications agency.In 2010 pm & co was a very well kept and profitable advertising agency focusing on fast and cost-effective production. The instructions were easy; the company wanted to climb in the food chain and deliver more strategic services.With me I brought the management tool which I had worked with since the mid-90s, and started a journey which saw a change of name of the company into BERG (Brand Emotional Response Group), new offices, roles, processes and partners.

Increased strategic responsibilities for Plantagon's brand and its global presence.

Simultaneously as I started managing BERG, I was also contracted as head of communication at Plantagon.During my time at Plantagon I have worked with establishing a new brand platform, membership systems (Plantagon is also a non-profit association where anybody can become a member), collaborated and negotiated with strategic partners. I have also been working with sales, managing the marketing team, development of a new website, marketing materials, social media channels, managed events (including the world's first Urban Agriculture Summit held in House of Sweden in Washington D.C. in 2011) and represented Plantagon in a number of forums such as ICLEI Resilient Cities, Smart City World Expo, World Entrepreneurship Forum, US Department of Energy etc.On many of these occasions I have had the privilege of giving addresses on the benefits of urban vertical farming to an international audience.

I was headhunted to Qbranch (Axians) and spent some months learning the business which was relatively new to me, and also learning the different aspects of the company’s delivery. This meant that I, for example, spent an entire night with the NOC (Network Operations Centre) team to understand what it means in practice to "make IT work" for hundreds of clients of Qbranch.After my introduction I was made responsible for managing all the accounts of Qbranch's sourcing clients; this also meant that I headed a team of key account managers.My responsibility was to ensure that our clients' needs and demands were met through delivery of the right services at the right price. A very challenging role which put my negotiating skills to the test.During my last year at Qbranch I had the opportunity to function as Service Delivery Manager for a number of Qbranch's clients. I was responsible for several teams of IT professionals (from one person to 20) with one single goal; the make the IT systems of the client function in the most efficient way possible. My main clients during this time were Dagens Nyheter (Sweden's largest daily newspaper), EnergoRetea (an engineering firm) and Academedia (one of Sweden's largest private school companies).This period at Qbranch was very interesting, since I came very close to the operations of the clients. In order to deliver functional (and often critical) IT solutions, you must have an understanding of the clients’ business and processes.

I was hired to improve sales and increase brand presence for a company delivering IT solutions to pulp & paper, steel and gas companies. Among IsyDev's client's were Linde Gas, Stora Enso, SSAB and Mondi Packaging.My responsibilities included:- Improved sales process- New website- New sales material- New marketing materialI was responsible for daily sales operations and spent a lot of time visiting different plants and factories selling IsyDev's IT solutions.I improved the relations with OSIsoft, one of the systems supplier IsyDev was using and was part of that company's effort to win business on the European market.During my time at IsyDev I experienced sales towards pulp and paper, steel and gas industry which has been very helpful later in my career, since this constitutes part of the foundation on which many other industries are based.

During my time as co-founder and partner at SWECORP, a CSR consulting firm, I was working with different projects:- I was responsible for a national survey of 100 Swedish companies comparing the attitude for the UN Global Compact guidelines. This work was a collaboration between SWECORP and SCORE (Stockholm Centre for Organizational Research). The report can be downloaded at http://www.unglobalcompact.org/docs/news_events/9.1_news_archives/2005_02_08/gc_res_rep_swe.pdf- A lecture tour featuring Hans Hassle, Karl-Erik Edris and Chief Oren Lyons where the area of "good corporate citizenship" was addressed. - An education programme for CSR and how management should handle these issues.During this time my skills as a sales person was challenged since the area of CSR was not widely spread.

Started as assistant answering the phone and making coffee. Soon became involved in client delivery as project assistant and by that learned the art of communication from the bottom and up.Promoted to project leader in 1994 and since Vision and Reality was using event marketing as a tool very early I was, among other projects, involved in setting a Guinness World Record for the biggest "son et lumiere"-display for the client Haninge Bostäder.Became partner in 1996, and the same year I was part of developing a management tool for communication, BrandPerformance, together with CEO Hans Hassle and the firm's psychologist. I still use BrandPerformance in my daily work as a way of building a strong brand from the inside and out.I left my position at Vision and Reality in order to start up Corporate Citizenship AB which later was rebranded as SWECORP Citizenship AB.