Head of sales in Process & Energy sector for consulting and engineering services. Responsible for leading sales teams, international sales, sales strategy, sales processes and co-operation between other business units and production.Elomatic is a Finnish engineering and consulting company that focuses on solutions that improve environmental and human wellbeing. The company has more than 50 years of experience in the field and is known as a pioneer in the development of design methods.

Head of sales and marketing in Rototec's Nordic operating countries (Finland, Sweden and Norway). Member of Rototec group management team. Main responsibility areas included sales strategy development and execution, sales processes and concept development, CRM, marketing and communication strategy and leading sales teams. During my time in the role we developed new group and country strategies, started a new business model, introduced sales reporting system and CRM (Salesforce), and started utilizing marketing automation (Hubspot), to mention few main topics. During five years we achieved turnover growth from 42M€ to 71M€ with good profitability and completed sale of the company to a new private equity owner in 2021.

Head of the Swedish operations alongside the Commercial director role. Responsible for general country management with P&L responsibility, and to oversee sales, production and consulting functions. Rototec AB's turnover in 2022 was 251 MSEK and staff accounted for 30 people.Rototec is Europe's largest renewable energy company that specialises in delivering geoenergy fields for heating and cooling of properties. Rototec has operations in Finland, Sweden, Norway and the USA.

Head of facility services key accounts team (8 individuals) managing 60 major accounts in different industries from manufacturing to telecom. Turnover of responsibility accounts 95 M€. Our task was to maintain and increase the value of the customer portfolio by ensuring the continuity of service contracts and by selling new additional services to existing clientele. Developing co-operation between customer's management and our production was a vital part of our process. I also had personal responsibility over a significant customer in the portfolio. During my time we clarified the KAM role in the department to free time for the essential work, mapped the portfolio potential and and took reporting to next level, created account strategies and introduced a systematic way to lead the accounts. Our work resulted into a very good customer retention and increased share-of-wallet with many major accounts. Before starting as a Key account director I worked for four months as a Project manager. Lassila & Tikanoja is a service company focusing on Environmental services, Industrial services, and Facility services in Finland and in Sweden.

As a sales director my main responsibilities were leading the sales, personal selling, business strategy development, marketing and new solutions and product development. I had two salespersons in my team and handled marketing both personally and by outsourcing. During my period I renewed the sales process and follow-up, created new brand outlook and started selling new concept products. We also won the trust of the largest office building company in Finland with excellent sales growth, and started a fruitfull frame agreement with a leading office space rental company. Turnover of HSL group at the time was around 5M€. HSL Group specializes in the Finnish market in office, business and public buildings partition wall systems, operable walls and related structures.

As a Key account manager from July 2008 to March 2012 my responsibilities included business development of large key accounts (in building construction, mechanical & electrical, tool rental and elevator trades) in Finland, national and international contract negotiations, and Health & Safety strategy development and trainings. To achieve business growth and profitability targets I was involved with the sales force steering with area directors for customer segmentation, potential, product mix and profitability. During my time I won a new fleet management contract of over 1300 electric tools for a customer increasing yearly sales three-fold, brought home a loyalty-based contract with a large construction company with >45% sales growth, and negotiated a European-wide contract with a rental customer that resulted into 58% sales growth.

As a Product manager from May 2004 to July 2008 I was responsible for the business development of two product lines (electric power tools and demolition tools) and two customer segments; demolition contractors in Finland and Baltic states and the construction rental segment in Finland. My main duties involved product line strategy development and implementation, product mix strategy, pricing and stock control, and new product launches, life cycle management and sales trainings. During my period I exceeded my product line growth targets landing with 15% yearly sales growth both in Finland and in the Baltic states, managed to grow the demolition contractor segment in Finland >20% and >40% in the Baltic states.Hilti AG is a Liechtenstein-based multinational company that specializes in manufacturing and providing products, services, and software for the construction, building maintenance, energy and manufacturing industries.

I was responsible for marketing communications in the UK and Ireland; print media advertising, direct marketing, press relations, trade fairs, market and competitor analysis, sales promotions, and internal communications. Marketing budget control of six separate business units. I worked a lot with the national sales managers to determine where to direct our marketing efforts to support the sales growth in the best way. Metso is a global company focusing on providing technology and services for aggregates, minerals processing and metals refining industries.

I was responsible for sales tools development for international dealer network, sales trainings, company internet and intranet development, designing international customer magazine, brochures and company videos, market and competitor intelligence and international trade shows co-planning and organising on site. The work required daily interaction with the dealers, and frequent dealer meetings in European locations to determine how to support the sales growth best in each area.Sandvik is a global, high-tech engineering group providing solutions for the manufacturing, mining and infrastructure industries.