-Support Management and Business Areas in Merger & Acquisition matters-Business plans- & Budget process-Business Intelligence (back and front)-Forecast Process-Follow-up and analyses of Business Areas performance-Business development projects-Risk management within the group-Efficiency of working capital-Investments requests-Project calculations & Follow up of larger projects-Support the Business Areas in above

-Project Manager for Due Diligence assignments -Advisors for acquisitions of a strategic nature -Assignment of advisory and valuation characteristics on assignments for law firms -Investment appraisal of projects for private companies

-Powered full-scale settlement of the groups operations, which resulted in the adult and primary business was sold to an existing player in the industry and secondary operations to 90% have been sold to existing market players.-Refinancing the business. Powered and signed a new agreement on senior debt.-Acquisition of two legal entities.-Initiated and served as sponsor of a new internal purchasing function. -Driving the groups downsizing projects and restructuring projects.-Sourcing projects and cost cutting initiatives.-Leadership improvements in the middle management.-Improved economic steering model and further development of a shared service center.-Initiated and built up an internal client and project organization for IT (16 000 clients/users)-Implemented replacement of IT outsourcing partner for a contract worth MSEK 250 with annual cost savings app 25 MSEK.-In charge of the Finance function (Finance, IT, Business Control, Purchase and Real estate. The work included a direct personnel responsibility over five managers. Indirectly I have had a personnel of about 25 employees.

-Positioned the finance department for growth.-New economic steering model.-Private sale to industrial buyer from Holland (Imtech).-Responsible for the IPO preperations and planning.-Mergers and aquisitions.-Sourcing projects and cost cutting.-Implementing new ERP-system (Agresso).-I had the direct staff responsibility for 4 employees (finance, purchasing, business control and HR). Indirectly I had a personnel of about 10-12 employees. In addition to this, I worked as secretary in the board of Qbranch AB.

-When I started the company did not have the heavy accounting expertise as requested from the parent company in Switzerland. Adecco is listed company on the NYSE and NASDAQ demanded much on the reporting and reliability. I raised the standard of reporting to the central level of Adecco had set for the group. Alined statements to US GAAP and at that time to the SOX legislations.-Support to the top management team i several contexts: for example to assist withe the purchase issues and conducting due diligence assignments.-Pension cost project-Implementing a new payroll system where 57 collective agreements where properly linked to accounting in the ERP-system.-I had the direct staff responsibility for 8 employees (accounting, accounts payable, purchasing). In addition to this, I worked as secretary in the board for Swedish Adecco group.

-Managed audit of app 50 companies on a yearly basis-Accounting regulations and IFRS-Responsible for auditing team on different clients-On that time one of Swedens youngest Certified Public accountants-Worked for several years with the audit reports in bankruptcies and investigating corporate law and bankruptcy law issues.

During my final year of study at Uppsala University, I worked extra on Länsförsäkringar central call center and gave support and advice to Länsförsäkringars all 24 regional companies existing bank customers. The work included advice to customers in the banks products and administration on behalf of the client.