CEO of SMD Production and member of the Management team of Darekon. SMD Production - IHAAB is the newly acquired Swedish subsidiary of Darekon Group. Oy Darekon Ltd is a contract manufacturer of medical devices and industrial electronics. Darekon was established in 1985 and its plants are located in Haapavesi, Klaukkala, Savonlinna in Finland and Gdansk in Poland. Company’s turnover was 53 million euros in 2020 and the amount of employees is more than 300. www.darekon.com

Abilia (www.abilia.com) is a 250 MSEK Medtech company with about 100 employees 2nd line manager responsible for sourcing, production, logistics, order management, quality and sustainability. The company suffered from unreliable quality, poor delivery performance, slow moving stock and high cost. As Senior Change leader, I developed a new Operations and Supply Chain strategy and have, together with my team, successfully executed it.• Build quality from the core - standardised product documentation, processes and measurements• Consolidate and streamline Operations and Supply chain• Focus and revitalise the product rangeI introduced quality KPI’s, a system for product documentation including a formalised change process and a living quality management system, certified to ISO 13485:2016 in December 2020.The complexity of the supply chain has been reduced and clear accountability created. Abilia kept the responsibility for development, quality, configuration and logistics, while outsourcing the rest, which improved flexibility, capacity and quality.Consolidation of warehousing and order handling has improved availability and efficiency. With the new CRM system, customer service improved by 20% and orders/agent by 60%.The new setup improved delivery performance by 35% and increased productivity.I built a new supplier network, primarily in Eastern Europe and China, that delivers both high quality products and design capabilities. Product cost went down by 30-60% and through their engineering capabilities, we’ve been able to revitalise our portfolio to a fraction of the original cost.In the management team, I’ve been part of driving the strategy development and the M&A processes. I was also responsible for the integrations of two acquired companies.

Bluewater Group (www.bluewatergroup.com) is a start-up company that develops reverse osmosis water purifiers and reusable water bottles - never use single use plastic bottles again!I was responsible for sourcing, production, quality and logistics, managed through outsourced factories and distribution centres. I also managed the aftermarket sales and service support for our distributors.I successfully relocated manufacturing to China, including development of new tools, suppliers, quality assurance processes and forecasting, for purifiers and filters. Cost was reduced by more than 50%.

Change leader with team and budget responsibility for a large Group initiative to significantly grow the aftermarket and increase customer loyalty, resulting in;• A first-ever customer care strategy and the establishment of a common Consumables & Accessory range.• The introduction and roll-out of a standard customer satisfaction measure, using the Net Promoter Score• A global Customer Care governance structure with standardized KPI’s and audit process. • The Customer Care Academy – a competence centre for internal and external customer representatives

Our team was responsible for developing Electrolux corporate strategy, M&A activities and global programmes. 2008-2010 Modularization – Refrigerator proof of conceptProject leader, with team and budget responsibility for the development of a modular refrigerator, as a part of a global initiative to define a modular product creation process.2005-2008 Electrolux Manufacturing System - Global Core Team Development and introduction of EMS, a global Lean programme within Electrolux. In less than 18 month, EMS was rolled-out in 25 factories, lean champions trained and significant productivity improvements achieved.2004-2005 Global footprint Programme OfficeA new factory footprint, with closures, new factories, and new supplier development was developed and rolled out.

I led assignments with team and client responsibility and was deeply involved in sales, recruitment and career development on a European level.Corporate strategies and M&A assignments included business due diligences for Private Equity and Investment companies, growth strategies, new investment strategies, R&D and supply chain strategies as well as start-up support.Operational efficiency and turnaround assignments included product portfolio re-design, footprint optimisation organisational and process redesign as well as procurement cost reductions

Electrolux Industrial Systems was an internal management and engineering consulting companyI was leading assignments like due-diligence, make-or-buy, modularization, benchmarking and forecasting process development.

I led improvement projects in manufacturing and product development. I was also responsible for quality and environmental affairs in the factory. Through benchmarking I managed to improve productivity in assembly and improve up-time in plastic moulding.

I led the project to establish a j/v business unit in China from business plan to start-up

Sales of Apple computers solutions