Heading an amazing team of talent working on the future of food. We are the market leader of the Finnish plant based retail category and are just getting started.

Engaged in interim positions, either as an Interim-Exec or COO and also helping smaller companies in various strategic questions, acting as a coach and sounding board and advising founders. I worked with a foodtech start-up finetuning their strategy with the board and refocusing the efforts. Prior to this, I was involved with a chain of wellbeing stores with a new approach to lead and manage their 15 store entity, re-shaped the financial reporting structure and empowered the store managers to drive performance and deliver on results.

• Took control of the company's operations while it was still owned by the founder. Modernized and brought on much needed change starting in 2019. • Onboarded a private equity company in mid-2019 that bought the majority of the company. • Strategically led the modernization of Picnic Group, a 30-year-old family-owned company with approximately €35M in revenue. Implemented a group structure, devised a new strategy, and created a fresh new concept for Picnic Restaurant, improved the performance of Torrefazione Cafes, and brought strategic thinking into the Europicnic Procurement Company. Halted progress on the growth plan due to the COVID-19 pandemic in 2020. • Fostered a new corporate culture within a workforce of 380 employees, achieving industry-leading levels of employee engagement. Introduced a new management model, executed the exit of unprofitable units, and improved EBITDA across various levels of the profit and loss statement. Designed and implemented a location strategy. • Navigated the company through the unprecedented challenges posed by the COVID-19 pandemic in 2020, resulting in an 80% loss of business virtually overnight. Managed multiple employee negotiations, addressed cash flow crises, and engaged in equity-raising discussions to ensure the company's survival. Transitioned the strategic focus from growth-building to operational efficiency. • In fall 2022 was forced to look for savings as the post-COVID market appeared significantly softer than the pre-COVID market and recognized the potential for savings by dismantling the growth organization and reducing marketing expenditures. Stepped down as CEO at the Board’s direction after the strategic direction changed from growth to operational improvement.

• Established and led the transformation of the Royal Restaurants fast casual chains (Hanko Sushi, Pizzarium etc.) into a business unit. Actively participated in the successful sale of the company to Restamax that was later renamed as NOHO Partners, the Nordic Hospitality Partners. • Successfully accomplished the complete turnaround of operations within 18 months, outperforming the initial estimate of two to four years. • Prepared the fast-casual business for the successful sale to Restamax by assuming full P&L ownership of a €16M business that was comprised of 30+ restaurants. • Grew the entire fast casual business, realizing an 8% increase in turnover, a three-point percentage boost in sales margin, and a two-point percentage increase in EBITDA for Hanko Sushi.

• Assumed leadership of global retail operations by overseeing approximately 200 stores operating under the Iittala and Royal Copenhagen brands. • Organized a team of experts within the core team and managed country and area heads within the leadership team. Acted as an advocate for prioritizing retail alongside wholesale among country managers. • Encouraged a holistic understanding of omnichannel sales. • Spearheaded a comprehensive business review and developed a strategy to transition the business from a locally diversified retail store model to a globally operated network of concept stores. • Successfully refocused the team's mission and gained support for the significance of proprietary retail. Ultimately expanded the portfolio after Fiskars acquired WWRD from the UK, which added another 200 stores. • Gathered expertise from the WWRD and Fiskars team after the merger to establish a new global team dedicated to enhancing retail performance. Maintained P&L responsibility for a business valued at €XXXM (Not disclosed) with over 400 stores. • Designed and implemented the Fiskars Retail Academy training program that merged the best parts of both Fiskars and WWRD during the merger. Enabled the team to start training store team members with the new program. • Continuously improved profitability by optimizing factors such as working hours, locations, rental contracts, and management models.

• Demonstrated full ownership of a €XXM (Not disclosed) P&L in the EMEA region. Oversaw the entire value chain that encompassed business and portfolio strategy, product development, concepts, manufacturing, and marketing, with responsibilities extending to S&OP and inventory management. • Successfully consolidated four local businesses and brands into a scalable international entity. Optimized brand portfolio for growth that resulted in single-digit net sales growth and high single-digit EBITDA growth. • Spearheaded the transformation of the business from a localized structure to a centralized matrix organization. Maintained motivation and engagement among key team members.

2010 - 2011 Manager and Facilitator, Capgemini Consulting2009 - 2010 Interim Marketing Director, Ski Sport Finland2001 - 2009 Strategy Director, SEK&GREY, TBWA and Bob Helsinki1998 - 2001 Associate Brand Manager, Procter & Gamble Stockholm