The Finikor chain is the market leader within its area in Finland, consisting of 42 outlets all over the country, offering rust prevention, ceramic coating and sound insulation for cars. The central organization of the chain is responsible for strategy, budgeting, administration, purchasing, marketing, training, development and IT.During my time in charge we have among other things created a short and long time strategy plan for the chain, built a new budgeting model, developed optimization of marketing and defined a training program for new staff being employed by outlets within the chain. We have also developed and taken in use a new IT solution for the chain.As a result of all these actions the chain is much more efficient and homogeneous in its actions.

My former employer bought a major stake of Suomen Akvaariotukku in 2018, and I took over the position of Managing Director. We tried to stabilise the operations of the company, which was in a very bad shape, but unfortunately this was not possible. Despite that I got valuable experience of leading a company which was in a crisis situation.Suomen Akvaariotukku Oy was part of a group that operated the Faunatar pet chain with 20 stores all over Finland. Most of the stores were franchised. The company was the main supplier of the chain, and in addition to that supplied goods to about 100 independent pet stores.

Business Director of a company in a start up phase. I was responsible of the operations of the company as well as of business development and growth. I was responsible of leading and completing several outsourcing projects. In the end several key persons / co-owners of the company decided to take on employment directly with medical companies though, and due to that the operations of the company ceased. I got good experience of the use of outsourced staff. MedVolume Oy offered outsourced field sales services, marketing, communication and other services to companies within the medical industry and pharmacies.

Overall responsibility of the operations of the Finnish subsidiary of FM Mattsson Group. I reorganized the sales organization of the company completely. During my time as MD we opened several major customer accounts, while also increasing sales to existing customers. We managed to decrease stock value significantly without a negative effect to delivery reliability and also managed to minimize costs. As a result of these actions the company that used to generate big losses was turned profitable. At that time the company produced and sold watertaps and showers by brands Mora Armatur, FM Mattsson and Damixa. Customers both within B2B and B2C, the biggest ones S-Group, YIT, LVI-Dahl, Ahlsell, Stark and Bauhaus.

In charge of purchasing, supplier relations and product management within the Stationery and Tools divisions of the company. P&L responsibility.During the time I acted as P&L responsible Purchasing Director in charge of the purchasing, supplier contacts and product management of hand tools and stationery we managed to decrease average stock value by about 25% without a negative effect on the delivery level.

In charge of division handling imports, sales and marketing of tools within the Finnish market. Brands represented: Rapid, Lux Tools, Abiko, Keter and Black & Decker Storage Solutions. The most important customers were S-Group, Rautakesko, other hardware chains as well as retail chains. P&L responsibility.During my leadership both the sales and sales margins of the division doubled.

In charge of division handling sales and marketing of Goodyear, Kelly, Lee and Voyager branded tyres. P&L responsibility. I was also a member of the Nordic Operating Committee of Goodyear. When I came to the company their market share in Finland was 9%. When I left it was 13%

In charge of marketing, advertising, Sales Promotion, product launches, press relations and fair arrangements.