CEO and CFO advisory. Leading and supporting projects within industrial manufacturing, business transformation and organizational change, purchasing, supply chain management and facility management services.

Consulting and advisory services in the fields of industrial manufacturing, organizational change management, technology transformation, supply chain management and purchasing.

The Supply Chain Management program is one of the largest strategic business process programs in the Volvo Group. When completely implemented in 2020 this will provide Volvo Group with a strong competitive advantage by the practice of state of the art aftermarket logistics processes and supporting IT infrastructure extending to all business areas and markets of the Volvo Group. At the core of this program, and the main enabler for its success, lies the implementation of an SAP based ERP system… Show more The Supply Chain Management program is one of the largest strategic business process programs in the Volvo Group. When completely implemented in 2020 this will provide Volvo Group with a strong competitive advantage by the practice of state of the art aftermarket logistics processes and supporting IT infrastructure extending to all business areas and markets of the Volvo Group. At the core of this program, and the main enabler for its success, lies the implementation of an SAP based ERP system unique to Volvo, which is named PartsLinQ. As Business Program Manager I carry the responsibility for providing the Program Director and Steering Committee with proposals and advice on decisions for program scope and roll-out plan, budget, financial reporting, HR planning, business case, risk management. As a member of the management team of the program, reporting to the program director, the purpose of my role and task is stimulate and promote actions to increase efficiencies and drive synergies in and between the different implementation projects within the program.  Utilizing my experience in driving large corporate programs to provide best practices in change management, cost efficiency and quality assurance through a cross-functional environment. Show less

In my role as CPM Director at the Asia Transformation office I was leading a cross-functional restructuring and integration program for the manufacturing operations in Group Trucks Operations (GTO) Japan, reporting to the SVP Asia Transformation office on site and the EVP Volvo GTO at headquarters in Gothenburg Sweden. This program went by the name GTO Japan Transformation and covered the entire manufacturing operations for the VG wholly owned company UD Trucks. The manufacturing operations in… Show more In my role as CPM Director at the Asia Transformation office I was leading a cross-functional restructuring and integration program for the manufacturing operations in Group Trucks Operations (GTO) Japan, reporting to the SVP Asia Transformation office on site and the EVP Volvo GTO at headquarters in Gothenburg Sweden. This program went by the name GTO Japan Transformation and covered the entire manufacturing operations for the VG wholly owned company UD Trucks. The manufacturing operations in Japan covered the complete process of the manufacturing and full assembly of commercial trucks. At the initiation of the program the manufacturing operations consisted of approx.. 2800 employees, utilized physical areas close to 900,000 sq. m. whereof half was allocated to the main factory site in the city of Ageo, Japan.The program target was to reduce the overall manufacturing cost with 48% in the core operations and reduce a total operating cost of 8,000 MJPY. At the end of the program all financial target was over achieved with a total operating cost reduction exceeding 12,000 MJPY. This was achieved through;  Successful completion of a comprehensive change management program Drive of different projects with targets to reduce 7 affiliate companies and 2 factory operations through divestment, merger and dissolution.  Identified and reduced all non-core operations within the manufacturing operations 45% reduction of industrial footprint Developing the strategy and implementation plan for reducing fixed cost which included organizational efficiency improvements and employee reductions of a greater scale. Over the course of little less than 4 years this program initiated, and successfully delivered over 400 different projects with various scope and scale, ranging from consolidation of operations, Real Estate and building management to organizational development and trainings. Show less

Developing and driving implementation of purchasing processes at the operations in Japan. Leading cost cut and sourcing optimization projects within Facility Management and Real Estate Commodity alongside developing and training of the local purchasing team of 12 members.Directly managing and responsible for a yearly spend of approx. 70MSEK achieving 40% saving on yearly average.

Responsibility of operational sourcing for a portfolio of segments in the Facility Management and Real Estate Commodity. Supporting the local operational purchasing team in implementing global processes. Supporting and driving role in restructuring and dissolving company subsidiaries.

Owner and manager of a small size construction company, focusing on offering and delivering renovations and and new constructions of residential homes to the public market.