Magister Solutions has a unique collection of world class expertise and products in the area of mobile and satellite technologies. The strong scientific background is complemented by proficient software development teams. 19 years of experience in network simulations for the mobile industry, as well as 12 years of experience in space business form a solid foundation to deliver science-based value for UAV and satellite constellations.Magister Solutions adds value in:👉 Satellite, UAV and terrestrial simulators on cloud or stand-alone👉 Visualization software👉 Space Situational Awareness solutions👉 Satellite and UAV constellation and communication design👉 Simulation assisted R&D services

- Reporting to the Group CEO- Organizational Influencer role with 2 direct reportsMy role is to lead and support the development of Swisspearl capabilities and performance to reach the strategic sustainability goals. Aim is to secure and accelerate business growth and market relevance. The scope includes leading the definition of Swisspearl sustainability strategy and related KPIs, consolidating sustainability into the functional activities, supporting integration of sustainability to commercial strategies and argumentation as well as marketing messages, developing corporate governance framework, following regulation, preparation for CSRD as well as delivering corporate sustainability reporting and leading Swisspearl Whistleblowing Unit.

- Reported to the President & CEO (until M&A with Swisspearl)- Member of the group management team (until M&A with Swisspearl)- Organizational Influencer role My mission was to build sustainability as a competitive advantage for Cembrit. I provided long-term value for stakeholders by leading strategic activities, overseeing procedures and controls for Cembrit Group. I was challenged to lead strategic prioritization of sustainability, manage the establishment of corporate sustainability goals and reporting, and to transform policies company-wide.🔹 Led Cembrit to embrace sustainability as an environmental, social, and governance priority across the value chain.🔹 Designed, co-created, and implemented Cembrit’s annual corporate sustainability reporting.🔹 Designed the operational logic and roles required to meet Group Sustainability and other priorities .🔹 Managed senior company management’s sustainability strategy workstream. 🔹 Selected and implemented the ESG disclosure framework (SASB) for corporate ESG reporting.🔹 Established CO2 emission inventory and Scope 1, 2 and 3 reporting based on GHG Protocol.🔹 Managed process to update 80% of corporate policies. 🔹 Defined and implemented a whistleblowing reporting and report handling processes. 🔹 Designed and developed content for a new sustainability site in company SharePoint to take the internal sustainability knowledge and communication to the next level.🔹 Designed supplier ESG risk management process and tools in current implementation.Cembrit was sold to Swisspearl Group AG on 20.06.2022.

- Reported to the Group Director, Supply Chain and Sourcing- Managed supply chain- 11 direct reports- Member of Country Sales, Country Production, and Group Logistics Management TeamsProvided hands-on strategic & operational leadership & direction to build a sustainable Supply Chain organization in the Nordics. Led the transformation of local organizations into a global function relying on my strategic & tactical operations management and optimization capabilities. Managed initiatives to develop a performance-oriented culture with a focus on the realms of customer service, warehousing and logistics. I was subsequently asked to manage Cembrit’s global supply chain-related projects. Led international team improvements by sales, customer service, sales, operations planning, production planning, and purchasing specialist teams.Key Achievements:🔹 Cembrit Global operational changes:▫ E.g. defined & implemented product portfolio, global sales & operations processes, customer service procedures & machinery investments to the Hungarian factory’s innovative express make-to-order façade service, re-defined & implemented the façade business’ service portfolio, service processes & tools, designed & implemented B-class product sales process→ Improved delivery accuracy and customer satisfaction→ Inventory value reduced due to B-class product sales improvements🔹 Finland cultural & operational changes:→ Improved fixed cost by reducing costs of customer service🔹 Significant On-Time-In-Full and order backlog improvement from 50 % inventory reduction→ Strong cash flow impact🔹 Finland, Sweden and Norway a cultural & operational change:Implemented new supply chain organization and ERP based KPI framework at regional plants.🔹 Spent 6 months in Hungary to deliver operational change: Improved transparency and communication between plant and sales, leading to an offer to run Global Supply Chain projects → Improved sales team satisfaction and delivery accuracy

- Reported to Group Director, Technology Management (CTO) - Led all 5 Cembrit factories in quality - Seven direct reports- Member of Production Country Management TeamI led the global harmonization of Cembrit’s quality strategy and practices, guiding the varied business lines to adopt common quality standards across our international areas of operation.Key Achievements: Changes in leadership and daily management:🔹 Led the design and implementation of the plant’s visual management system & KPIs. 🔹 Defined Quality strategy, formed coherent Quality Management team, and unified concepts→ Common direction and best practice sharing & learning → Team coherence improvement.Cultural and operational changes:🔹 Led attitudinal and operational change from negligence to punctuality following EN product standard Several operational improvements → 60 % reduction in customer reclamations Summary of the role: The position was to lead the global quality function. Consolidate quality management agenda to support company objectives and strengthen Cembrit brand. Formulate quality strategy and design, and implement company wide quality management practices and procedures to ensure customer satisfaction and compliance to harmonized European and specific product approval requirements. Continuously improve and maintain capability to achieve high level of operational quality within the organization. Responsible for Cembrit Quality operations & organization located in the manufacturing units in Finland, Poland and two in Czech Republic.Company Info: Cembrit is a leading manufacturer of multi-capability fibre cement products for building applications in Europe. Cembrit Group headquarters is located in Denmark, with centralized administration and R&D. Customer service & technical support are decentralised to each of national markets - Poland, Hungary, Finland, and Czech Republic, and each factory is specialised in the production of one of our product categories.

Relator Oy is a software design and services provider based in Jyväskylä, Finland. Relator Oy had a turnover of 1,4 m€ (2018). RD Velho acquired ownership of Relator in 2018.I was recruited to the board:🔹 To help identify areas of improvement in business performance and management processes.🔹 To place strategic focus on business lines, to establish a new management structure, and revise company KPIs.→ Substantial improvement in financial performance. Role was to ensure continuous actualization of the best interest of the shareholders and challenge & support the company management. Focus being in strategy and direction, board and management functionality, business management and strengthening financial performance. Term in board ended to acquisition conducted by RD Velho.

- Personnel 184- Seven direct Reports - Member of legal entity Board of Directors, Country Production Management Team- As Quality Manager reported to the Managing Director, Finland and Group Quality Manager- As Quality Manager, member of the Management TeamI joined Cembrit to be a Plant Quality Manager in 09/2012, but the subsequent 02/2013 resignation of the Managing Director led to my appointment as Managing Director during ongoing due diligence and financial/operational crises. With the management team, we focused on the due diligence process and operational improvements. I managed to build the trust of the management team and employees during a very challenging period for the company. Key achievements:🔹 Successfully managed company through a crisis situation 🔹 Designed and implemented leadership operating model based on three pillars: safety, people, and quality → Restructured management team agenda & KPIs and implemented hands-on management style.→ All the due diligence documents were delivered on time. → Operational improvements led to significant annual cost reductions. Company was not sold and a certified turnaround director took charge of the process from 11/2013. I was asked to be a Quality Manager globally and locally.Company Info: Cembrit is a leading manufacturer of multi-capability fibre cement products for building applications in Europe. Cembrit Group headquarters is located in Denmark, where administration and R&D activities are centralised. Customer service and technical support activities are decentralised to each of our national markets. Cembrit operates five modern plants located in four countries - Poland, Hungary, Finland, and Czech Republic, and each factory is specialised in the production of one of our product categories.

- Reported to Mill Director- Led Process & Quality for 500 M€ revenue- Five direct reports - Member of Country Production Management TeamAfter acquisition by Sappi of M-Real Kirkniemi I was asked to join the management team to define and implement the unit’s Process and Quality Management processes. This meant introducing the new Business owner's organizational and operational culture, structure, and standards to the unit, leading the cultural transformation.Key Achievements:🔹 Built the organization of Process & Quality Management. I observed the production plants’ operations, evaluated Kirkniemi and its processes, planned organizational structure change, built the team, and set Process and Quality KPIs.🔹 Managed product cost reductions → Significant annually savings without changing product specifications. 🔹 Designed & integrated a novel customer reclamation handling model rated as the best in the company. Negotiated and implemented a new, skill-based salary system for the laboratory technicians receiving compliments as “the best leader they ever had.” Summary of the role: This management team leadership position was to develop and maintain high process and quality management capability in the organization. Key focus was in challenging current operational procedures and product recipes in aiming for continuously increasing competitiveness.🔹 Led and and managed process and quality management function consisting of process and quality development, customer reclamation handling, quality systems and laboratories. 🔹 Functioned as Manufacturing Business unit’s liaison with technical marketing, purchasing, central R&D as well as business management. Company Info: SAPPI EUROPE. Sappi is a leading global provider of everyday materials made from woodfibre-based renewable resources that is focused on sustainable processes and products, and building a circular economy. Revenue US$ 5,296M (2017), personnel 12,800.

- Reported to Senior Vice President, SVP Mill Manager - Reported to the Production Director- Four direct reports 🔹 Led earlier technological transformation plant-wide, which caused that I was invited to manage Business Area strategy implementation across three plants in Finland and Sweden. Key Achievements:🔹 Led engineering, purchasing, technology installation, and start-up projects (16 M€) to streamline processes 🔹 Reduced headcount, improved process control, and stabilized quality. 🔹 Wrote a strategy implementation plan for the business area’s production plants (generating revenue of 750 M€) and was appointed implementation manager for the new strategy from 2006. → Successfully drove transformation as per my strategic plan leading to record low customer reclamations and improved customer satisfaction.Summary of the position: Role was to support various needs of business in ensuring and improving competitiveness. Had responsibility for planning and coordination of revised strategy implementation in production units in Finland and Sweden. In addition management of strategic projects, including Competitor / manufacturing asset analysis.

- Reported to the Mill Production Director and Senior Vice President, SVP Mill Manager- Four direct reports - Responsible for capital project preplanning and execution management. Objective of the 16 M€ project to reduce costs and improve productivity. Additionally tasks in operations development, investment budgeting, and administration of approved budget.🔹 Led technological transformation plant-wide. I was then invited to manage Business Area strategy implementation across three plants in Finland and Sweden. Key Achievements:🔹 Led engineering, purchasing, technology installation, and start-up projects (16 M€) to streamline processes → Reduced headcount (FTE), improved process control, and stabilized quality. 🔹 I wrote a strategy implementation plan for the business area’s production plants (generating revenue of 750 M€) and was appointed implementation manager for the new strategy from 2006. → Successfully drove transformation as per my strategic plan leading to record low customer reclamations and improved customer satisfaction.

- Reported to Production Director and Vice President, Mill Manager- Five direct reports Continued to excel these Critical Change Management roles in the UK operations, for totally 2.5 years. The roles expanded, I finally managed a major transformation initiative. Key Achievements:🔹 Led major transformation & change management initiatives. 🔹 Commitment to Consistency, that focused on increasing workforce initiative and accountability , stabilized operations, and drove significant improvement in customer satisfaction. 🔹 We achieved the lowest variable costs per ton in the company, a 14 % improvement in material efficiency, and a 50 % reduction in customer reclamations. Summary of this role: A Project Manager of a Production Unit (Business Unit & Business Area) Change & Development project with a significant transformation.

- Reported to Production Manager and Vice President, Mill Manager- Five direct reports Continued my post of Critical Change Management roles in the UK. This role expanded from the first one, started with leading the plants’ productivity and efficiency improvements, now also managing a major transformation initiative. Key Achievements:🔹 Led a major transformation initiative. Commitment to Consistency, that focused on increasing workforce initiative and accountability , stabilized operations, and drove significant improvement in customer satisfaction. 🔹 We achieved the lowest variable costs per ton in the company, a 14 % improvement in material efficiency, and a 50 % reduction in customer reclamations. Summary of this role: Turnaround project management and execution, change management and Business Unit's vision creation.

- Reported to Production Manager and Vice President, Mill Manager- Five direct reports - Special Assignment for UK turnaround, later several Managerial positions (England) I was posted to Critical Change Management roles in the UK operations for 2.5 years. This first role expanded. Started with leading the plants’ productivity and efficiency improvements.Key Achievements:🔹 Led a major transformation initiative. Commitment to Consistency, that focused on increasing workforce initiative and accountability , stabilized operations, and drove significant improvement in customer satisfaction. 🔹 We achieved the lowest variable costs per ton in the company, a 14 % improvement in material efficiency, and a 50 % reduction in customer reclamations. Summary of this role: Turnaround project management and execution, demanding change management projects.

- Reported to Production Manager- Seven direct reports My role was to manage the paper production operations and improve operational efficiency. Key Achievements:🔹 Only 11 months after graduating from University I successfully took over the leadership of a paper production operation employing 124 people. 🔹 We made several technological and operational improvements to drive up the production line productivity.Company Info: Metsä Board Oyj, previously known as M-real Corporation, is a leading European producer of premium fresh fibre paperboards including folding boxboards, food service boards and white kraftliners. It was originally established by G.A. Serlachius, and named Metsä-Serla.