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HR/People consultant with a background as HR Director. Specialized in Compensation & Benefit, HRIS, Mobility, HR Controlling and Administration and with experience in developing corporate culture, leadership and engagement.

As an Interim Human Resources Manager I worked both as a Senior HR Business Partner and managed a number of HR projects.Senior HR Business Partner- Supported and developed the organisation and its leaders on HR related matters- Provided coaching to managers on leading change, engaging employees and successfully developing competences- Guided leaders when the new organisational design was implementedHR Projects- Global change of organisational design and implementation of change in all departments and teams during autumn 2020- Global job architecture (Willis Towers Watson, GGS) together with senior leaders- External salary benchmark - Launched a leadership forum - a conference for senior leaders- Leadership onboarding- New working from home policy and process, adopting to new ways of working post Covid-19

Covering for CHRO during a parental leave. Responsible for Global HR, Facilities and Office Management, leading a team of 20 employees in three different countries. Focus areas:- Acted as a senior people adviser to top management and senior leaders within Trustly- Grew from 350 employees to 500 employees globally during my time at Trustly- Restructured all my teams to meet future growth and recruited two HR Directors- Improved leadership development through a number of leadership initiatives- Implemented a new engagement survey and 360-tool for managers- Improved the salary- and performance review processes to increase transparency, fairness, and accountability- Sourced and implemented job architecture (WillisTowersWatson) and pay ranges globally- Implemented system for equal pay analysis and conducted the analysis- Audited the benefit program and implemented changes- Managed three office moves in four different countries simultaneously

- Strategic HR leader in a global company, specialist in Compensation & Benefits with extensive background in Finance- Change management agent with the aim to lead HR into the digital age- Strong strategic and business mindset with high commercial awareness, understanding the full impact of P&L and B/S, with focus on long-term strategy and delivering profitability - Strong believer that culture will foster collaboration and innovation and directly contributes to business success- Manager for 11 people incl 2 managersKey achievements:- Initiated the change to a transparent salary process incl open job grading and external benchmark with very positive feedback from employees- Speaker at Lönebildningsdagen (Svenskt Näringsliv), Sysarbdagen and at Willis Towers Watson about how a company can transform to a transparent salary process to increase feeling of fairness among employees- Created a flexible benefit plan, enhancing benefits to all employees. This benefit program is adopting to the future need of retaining and attracting employees by making the benefits adopted to each individuals need - Negotiated a new pension plan for employees, making sure the company offers a cost efficient plan for all employees. on top of this, increased the awareness of pensions among employees through pension events - Initiated and built a silent room and a social hub in the office to break silos, increase collaboration and informal meetings and make sure that we adopt to a flexible work place that suits everyone.- Implemented Workday (cloud ERP system for HR) to set the base for future innovative digitalisation within both HR and the organisation as a wholeKey responsibilities:Payroll and overheads P&L, salary and bonus review, equal pay and pay equity review, job banding with Willis Towers Watson and Mercer, compensation proposals, mobility/expatriate/tax, HRIS, pensions, benefits program, work environment, HR strategy, leadership, digitalisation, LTI and more.

- Budget responsibility P&L: Sales 4,000 MSEK, investments 1,000 MSEK- Budget responsibility Cash flow: 2,000 MSEK- Leadership: leading, development and coaching of 3 senior controllers- Overachieving on profit and cash budgets two consecutive yearsManager for the Cash flow management team and the P&L and reporting team. Overseeing the reporting, budget and forecasting of cash flow and P&L, including manufacturing. Financial responsibility of payroll costs in close cooperation with HR. Continuously improving reporting tools and processes, including implementing a new ERP system (JDE), setting up a cash dashboard to improve cash flow and completing a cash audit. Project leader of several improvement projects, including leading a cross functional HR project, introducing a new bonus system in TAC as well as corporate behaviors.

- Budget responsibility global P&L: Sales 1,000 MEUR across three brands- Leadership: leading, development and coaching of 1 junior controller- Financial responsibility of multiple key product launches worldwide with successful track recordSuccessfully built up the commercial business analyst function following Pernod Ricard’s acquisition of Vin & Sprit, including design of new processes for reporting, budgeting, forecasting, business cases and product innovations. Responsible for analyzing the global financial performance and building P&L’s for Budget and Strategic Plan. Responsible for maximizing margins of new product innovations by building financial business cases in close cooperation with innovation, production and marketing. Acted as a key strategic and financial stakeholder to commercial and marketing teams.

Full responsibility for P&L and financial results down to margin. Improved margins on products and customers and made sure that appropriate pricing and discount policies were in place as well as product mixes. Supported the sales team with strategic decision-making and best practice. Successfully implemented completely new financial processes across the department following a global reorganization within Philips in 2008. Overall responsibility in the Nordics for the internal audit initiated by Head Office following the merger. Made sure processes were set up and aligned with Head Office’s internal audit objectives. Implemented a common ERP system (SAP) between two departments.

Direct responsibility over the Finance function at Luxury Product Division, reporting to the CFO. Consolidated and coordinated management reporting with strategic support to CFO. Ensured consistency and best practice between departments. Responsible for change management projects. Divisional key-user in L’Oreal’s reporting systems. Implemented a new ERP system (SAP). Successfully increased the reporting efficiency of the division by implementing business plans and best practice.

Managed monthly reporting, forecasting and budgets with high reporting standards. Forecasted and monitored turnover to make sure targets were hit on a daily basis. High focus on analyzing marketing spend in close co-operation with the marketing department. Key-user in SAP including implementation of a purchase order system. Extensive training of marketing and sales in SAP and finance related topics. Created and analyzed new divisional reports for the CFO to identify the direction of the division as a whole. Created a new forecasting tool for the controllers that improved the forecasting and creation of budget.

Prepared and reported management accounts for monthly reporting, budgeting and forecasting. Focused on customer P&L’s and efficiency of advertising and promotion spend to increase profitability. Key-user in Essbase and SAP.