Our team is handling Cargo claims (carriers liability and cargo claims) on behalf of our internal business partners in the Nordic countries. That means we are the specialist unit that evaluates what has happened, the legal responsibility, investigates recovery possibilities and make the settlement with the customer. The manager role contains the usual leader responsibilities, with recruiting, follow-up, being a coaching partner to the co-workers and to see that we deliver best possible service to both internal and external customers. I also have a high focus on continuously improving our internal processes, guidelines and handbooks.

After many years in the insurance business I chose to try something totally different during some years, and that was in the area of Health and training. The area that has been my hobby for so many years and that lies very close to my heart. As an operational manager I acted as a CEO, but with a big difference due to the fact F&S is a non-profitable organizational where also volunteer resources are used. With five training facilities and appx 30 employees and 250 volunteers, the work included budget, economics and P&L responsibility. But it was also a lot about leading people and by that working with motivation, creation of engagement and joy in work and as a volunteer.During my first year the pandemic situation struck the whole world, and it affected the health branch overall a lot, due to all restrictions in the society. For F&S it meant a strong cost focus and a crisis management where new decisions were taken every day how to handle the situation and the changes occurring. At the same time it was important not to forget the volunteers and the members. I was part of the national crisis group for F&S that was a support of all F&S organizations in the country. During my years at F&S we had very good results. I worked a lot to set up all basics that was lacking but needed within processes, working descriptions, on-boarding education and employer development discussions. We also carried through a full system change, including member system, sales system and connection with our economic system.

I was manager for the specialists that were responsible for risk evaluation and pricing of the more complex commercial customers. Over the years I had the responsibility for different teams within different areas (liability, property, car, cargo, hull, employee benefits), and during five years I was also Country manager with managers reporting to me. I was part of multiple re-organizations and re-structuring, all with the focus of creating better deliveries to our customers. The work included leading from distance, with co-workers in four places in Sweden. The co-workers in the different teams worked both with pricing and helping our customers in their risk preventive work. My work was to be a support and coaching partner in their often very hard evaluations, with a lot of value involved if there should be a claim in the future. I had P&L responsibility and was carrying through the activities needed to reach our targets. But the co-workers were the most important asset, with their expertise and skills that meant a difference for our result and the customers. During this years my coaching method developed a lot, and I tried always to work with the co-workers as adult to adult, with a common trust to each others roles and qualities.

Started as a teamleader in a totally new organization and built a Malmöbased team that handled motor- and property claims for our commercial customers. During a year also combined that with being a Manager for the Claims centre in Copenhagen, before being promoted to Country manager for Claims centre and Motor claims in Sweden. In that role I had four teamleaders in two cities reporting to me. Beside that I had a specialist team of eight persons directreporting to me, placed all over the country. Since this was a totally new set-up, the work included a lot of process work, both with developing them but also to implement them with a change-management. Starting with Motor and Property claims, we expanded to also handle Liability, Legal costs and Travel claims. This is where I started my career as a leader, first in a centre team, later on to national level with teamleaders reporting to me. I set the base for my management values, that a leader can be demanding and have clear expectations with tough targets, but at the same time be empathic and someone who cares about their co-workers. I had KPI measuring efficiency, service level and phone accessibility. This was new to the operations, and I had always very good results in our benchmarking.

Worked as a claims handler with Liability claims from our Commercial customers. The work included investigation of the facts, evaluation of the legal conditions and the base for the claim, decision and communication of that to the claimant and finally an evaluation of the level of the settlement. The customers operations varied, but my main focus was Consultancy and Entrepreneur claims.I had a lot of energy and engagement for my work, always delivering within our service targets and at the same time handling a high number of claims compared to KPI.