Proudly supporting the financial partner to e-commerce and online marketing entrepreneurs, Juni, and the great team building the business, with advise on governance, risk management and compliance. Board member and co-chair of the GRC committee.

SVP, Member of Group Risk and Compliance Committee, Group Senior Management, and Group Risk Management. Chairman Sparia Group Försäkrings AB.Group Operational Risk including- Oprisk Reporting, Capital and Regulations- Oprisk Framework and Training- Group IT Risk Control- Sparia and Corporate non-life insurance

SAMA is small unit supporting Group Executive Management in analysis and reporting, special project and M&A activities. As support to the Chief Risk Officer I was a member of the Group Risk Management team. Group Risk is responsible for identification, measurement, analysis and reporting of all risks. It consists of a number of specialized units, essentially organized by risk type, employing in total ~750 fte’s. During my first year in SAMA I was co-responsible for the Risk and Capital report and risk sections in the annual report and interim reports; supported in strengthening financial controlling, forecasting and follow-up; coordinated Group Risk activity planning; provided input to prospectuses and rating institute material; established cost allocation principles from Group Risk to Business Areas and supported in implementation; established a new cost contribution agreement to secure correct VAT charges between legal entities within the Group. I was also responsible for Swedbank Group coordination of the capital efficiency activities lead by the CRO.Activities performed on behalf of the CEO and the CFO have included due diligence, mapping and gap analysis of the Group’s product offerings, IT project portfolio reviews and IT project value realization follow-up.

In the interim period before a new CAE was appointed I was responsible for audit content and reporting towards the Audit Committee, the Board of Directors and the CEO.

Swedbank Internal Audit (IA) consists of ~80 employees. From January 1, 2010 I was coordinating the IA Management Risk & Planning work group (responsible for Group Internal Audits annual and quarterly risk assessment and planning), chairing the IA Management reporting work group (responsible for the quarterly reporting to the Board of Directors and Executive Management). I was also responsible for Internal Audits IT strategy and implementation, knowledge management, methodology development and for third level quality assurance.In addition to that I was co-opted member and secretary of the Board of Directors Audit Committee and member of the Swedbank Group Valuation Committee. I was also coordinating IAs contacts with the Swedish FSA.

From January 2006 I was working within the banks Internal Audit (IA) department; mainly with projects within Investment & Savings; merchant banking, Treasury and asset management. As a Team Manager I was responsible for planning, execution and quality assurance of all engagements performed by a team of professionals located in Sweden, Estonia, Latvia, Lithuania and Russia. In was also involved in developing the internal audit functions risk assessment methodologies used for annual planning and for establishing a process mapping methodology within Internal Audit.In addition to my regular tasks I was leading a project with participants from IA and from Operational Risk management within Swedbank and Hansabank, aiming to enhance the Group’s Operational Risk Assessment. In 2006 and 2007 I also participated in preparing the Group Code of Ethics Internal Control report.

As a manager at EY I was working with advisory and operational support to international companies, primarily in the implementation of Sarbanes Oxley Act.During my year at EY I was mainly working with the global SOX-implementation at an international telecom company. The project included process mapping, re-design and implementation of global financial processes meeting the control requirements set by legislation and efficiency requirements set by management. I also provided implementation support to several countries; mainly within Asia. In addition I led the work of developing a standard for the scoping process.I was also responsible for Risk Management and Internal Audit engagements at several financial institutions.

During my time at Deloitte I was working with companies operating in a variety of branches and industries e.g. manufacturing, retail sales, finance (banks, insurance companies and other financial institutions), pharmaceutical and chemical industries, logistics and hospitality.As Senior Consultant I was managing the project team at the client, including quality assurance, delivery and presentation. From fall 2004 I was also given a national responsibility for Deloitte’s market and service development towards Asset Management firms.My main tasks included process analysis and redesign; primarily from an internal control perspective but also to improve efficiency. Other deliverables included development of steering models and related documentation (risk analysis framework, policies and guidelines).

As consultant within Business Risk Consulting I was working with Risk Management, Internal Audit and other consulting related tasks directed to the Swedish Financial Sector. During the period I was primarily working with the Swedish Financial Supervisory Authority (Finansinspektionen) on developing a qualitative frame work for risk assessment of system critical institutions. The framework was recognized by the International Monetary Fund at their country visit in 2001.