Sales & Marketing Manager for Elpress Global Segments, focusing on industrial customers all around the world. Working with a team of KAM within Renewable Energy, Electrical Machines, Traction and Automotive. Solution selling, sales management and global contracts is among my current tasks. Responsible for Elpress Group product management and marketing.

Responsible for region Mid with several different locations and about 110 employees. Bilfinger deliver industrial services to the process, energy and oil&gas producing industries. • In region Mid our goal is to provide a unique form of delivery through proven concepts and commercial partnership with our customers. Our main business is to sell manpower and competence by hours. • Responsible for sales, marketing, P&L and so on. Focus area is growing our business and therefore sales & marketing is my top priority. Part of management team Sweden and reporting to the CEO.

Responsible for the business area Health, Safety & Environment which represents 65 percent of the company’s revenue. We develop, market and sell value added products and services to the industry. • Part of the company management team and involved in developing our vision, mission and business strategy. Strategic planning of the business area based on the vision and strategy of the company.• Full profit and loss responsibility. Maintaining good customer relations and developing new customers.

Responsible for Kubikenborg Aluminium (Kubal) with 450 employees and a revenue of about 1.5 billion. • Reported to the chairman of the board in Moscow (Kubal is part of the Russian aluminum group Rusal).• My focus was to create good and profitable business through the right products with the right quality. Managing the plant through a team of 7 department managers.

Fully responsible for P&L, production, technology, staff and HSE (Health, Safety, Environment). Part of the management team of Kubal and reported to the Managing Director. • The production department consisted of three different sections with a total of about 150 employees. My management team included section managers as well as process managers.• Successfully managed the department through a 1.8 billion project with a total conversion of the process. As a consequence of the project and the economic crisis in 2008, we went through an efficiency program which I managed for the department. A large number of layoffs and a big reorganization was the result.