A senior professional with a long and diverse background in finance, management, and board assignments. In 2023, I founded the company to provide tailored support to clients in these areas, drawing upon my extensive experience and expertise.

Trident Maritime Systems (www.tridentllc.com) is an international EPC/EPIC contractor that are delivering effective, turnkey, fully designed and engineered Insulation, HVAC, Electrical Energy Management solutions for new builds and retrofits in the maritime and offshore industries. In October 2018 I was promoted to General Manager for the business in Europe and Asia. • P&L responsible for the Ships Systems & Insulation Europe and Asia with a global operation with turnover of ~ 150 MUSD through 10 offices in 7 countries employing ~800 employees • Three vertical operating Segments within responsibility, Insulation, HVAC Offshore, HVAC Marine HVAC Conversion, Energy Management (EMT) and Electrical & Automatization • Strategy reviewed and updated with new owners for the respective vertical operating segments short- and long-term goals• New management team installed to execute on the updated strategy• Acting personally as VP in operational Segment HVAC Marine NB, HVAC Conversion, Energy Management (EMT) and Electrical & Automatization • New budget and forecast process aligned the processes of new owners• Restructuring process for offices in Denmark, Norway and Sweden and close down non profitable business and offices.During the period, I have had focused on building the new management team and increase the cooperation between the different technology areas and legal entities. Finding the common ground for cooperation and make sure that we utilize our resources in the best and most efficient way. Focus has been on organic growth by cross selling and combine offers from different vertical segments utilizing the broader customer base. HVAC Marine New Build Gothenburg is appointed group competence center for HVAC Marine within Trident and considerable time is spent on securing best practice and engineering within the whole Trident group.

Trident Maritime Systems (www.tridentllc.com) is an international EPC/EPIC contractor that are delivering effective, turnkey, fully designed and engineered Insulation, HVAC, Electrical Energy Management solutions for new builds and retrofits in the maritime and offshore industries. In October 2018 I was promoted to General Manager for the business in Europe and Asia. Leading Finance Department for the Ship System Europa, Asisa and US (HVAC NB and AM, HVAC Offshore, Insulation and EL&Auto NB and AM.• Align the reporting, accounting with the new owners system and requirement• Efficient finance follow-up on project with focus on financial risk/opportunities. Set up guide lines and work instruction• Financial reporting, budgets and forecasts• Member of the business areas management and a board member in the legal entities.• Improving the business process by benchmarking exercises and internal efficiency enhancement• Ensure optimal organizational structure, distribution of tasks and cooperation with other group companies• Set up and deliver the monthly consolidated report package• Create strong governance and efficient support to business goals• Developing legal structure, maintaining legal compliance and supporting efficient tax exposure and foreign currency policy• Strategic development process implemented in line with new owner• Update KPI for the AOP

Callenberg Technology Group (www.tridentllc.com) is an international EPC/EPIC contractor delivering effective, turnkey, fully designed and engineered Insulation, HVAC, Electrical Energy Management solutions for new builds and retrofits in the maritime and offshore industries. Callenberg was 100 % owned by the Wilh. Wilhelmsen Group (WW-Group). Callenberg is demerged, operates as a standalone entity under its own governance structure, prepared for a potential divestiture. Divestiture successfully closed October 2016 and the Group was sold to Trident Maritime Systems.• Global operation with turnover ~ 250 MUSD through 12 offices in 10 countries employing ~1200 employees • Group is after successful turnaround (2010-2014) demerged from WTS with a solid platform and focus on extensive acquisition growth• Developed new group financial and IT governance as a standalone company and preparing for dilution of ownership• Significant exposure to divestiture process• Responsible for setting up the financial Data Room for the Due Diligence process• Part of the management team that handled the presentation of the Group in the sales process (responsible for the finance presentations to potential buyers)• New US Private Equity owner since October 2016• Much focus to align the reporting and IT towards the new ownerIn 2015/2016 much work was to support the demerger process from Wilhelmsen. We set up Callenberg Group as a standalone Group with our own processes. My responsibility was mainly finance, IT and tax but also to support the sales process and building the Data Room. I also now got the financial responsibility for the Technology area Insulation. This was for me a new business to learn both financial, technology and market. With the new US based private equity owner (October 16) my focus was to align and set up the new reporting requirements and support and explain the Callenberg business.

• Overall responsible for Business Stream financial environment• Company created by a merge process by two troubled business units WME and WSE in the Wilhelmsen group.• Extensive turnaround, change management and integration work taking the company from loss to profit.• Global operation with turnover ~ 360 MUSD through 30 offices in 19 countries employing ~1500 employees • BS E&A turnover of ~ 100 MUSDDuring period big exposure to the implementation of a new ERP-system in Sweden. Sweden was the Pilot for the whole WTS-group. I was responsible for the coordination of the super users towards the ERP-implementation team. I did the follow-up during the implementation and suggested changes in organization and/or work instructions in order to utilize the new ERP-system in an efficient way. I was a part of the ERP-global steering committee. Part of my time was to update and create faster reporting both monthly reports and also short-term forecasts. This so we got faster reports to be able to align with the changes in the market. In this period, I started the setup of the different dashboards for each location. I also handled the setup of new KPI´s (Key Performance Indicators) for better measurement and follow up. During 2012 I was responsible for the merger of two legal entities in Sweden. For me it was also an opportunity to learn the new Safety technology area that now was included in my reporting.

• Leading business areas Finance Department • Responsible for IT.• Developing an efficient finance department, business control, credit and internal control• Efficient finance follow-up on project with focus on financial risk/opportunities. Set up guide lines and work instruction• Financial reporting, budgets and forecasts• Member of the business areas management and a board member in the legal entities in Sweden.• Improving the business process by benchmarking exercises and internal efficiency enhancement• Ensure optimal organizational structure, distribution of tasks and cooperation with other group companies• Set up and deliver the monthly consolidated report package• Create strong governance and efficient support to business goals• Developing legal structure, maintaining legal compliance and supporting efficient tax exposure and foreign currency policy• New IFRS standard implemented.• Strategic development process implemented • Determination of KPI for the AOP

• Leading the Group Finance Department. • Developing an efficient finance department, business control, credit and internal control• Support the President, Management Team and Group Companies in business decisions and business processes• Member of the management and a board member in the legal entities in Sweden.• Responsible for setting up the financial Data Room for the Due Diligence process• Part of the management team that handled the presentation of the Group in the sales process (responsible for the finance presentations to potential buyers)I prepared and implemented the finance policy for the group and introduced reports that focused on cash flow. I managed the merger of four legal entities into one entity in order to get a cleaner legal structure. I received experience from international business as a result of our legal entities in US, China and Singapore. Since the heart of our business is project, I have gained a very good insight in project accounting, valuation and risk/opportunity assumptions. I also did the Group consolidation for Callenberg Group.During this time period, we were original owned by Expanda a company on the Swedish Stock Exchange but was divested and sold 2001 to Segulah a Private Equity company in Stockholm Sweden. Under the ownership of Segulah we did three acquisitions and increased the group´s revenue from about 200 MSEK to 1 000 MSEK and we managed to keep our good profitability. I was involved in all three successful acquisitions and in the other prospects that was not realized. This gave me insight and understanding of the due diligence processes. In 2007 Segulah sold Callenberg Group to Wilhelmsen Maritime Services. In these sales processes I was the coordinator for gathering the data related to the due diligence processes (Data Room). I was also part of the management team that handled the presentation of the Group to potential buyers in both sales processes (responsible for the finance presentations).

• Responsible for Finance Department and IT• Support the Managing Director in business decisions and business processes• Update reports to reflect changes in organization/structure/business• In compliance with local statutory requirements and local Tax legislation.• Developing an efficient finance department, business control, credit and internal control• Ensure optimal organizational structure• Setup the monthly report package• Create strong governance and efficient support to business goals• Developing legal structure, maintaining legal compliance and supporting efficient tax exposure and foreign currency policyI was an auditor in Höganäs Möbler for several years. The owner decided to offer me the position as Financial Manager. I liked the challenge since I felt that most of my time in PWC was auditing and I wanted to work more with analyses and be more proactive in my work. I gained experience in the owner’s point of view and knowledge in production follow-up. After one year I realized that I wanted more challenges since the work had become routine due to the size of the company. Therefore, I looked for more challenges applied for the position as CFO in Callenberg Group.

During this period, I received very good understanding of the accounting, finance analysis, risk management, internal control, annual reports, Income tax, VAT and I got very good insight in different businesses and segments.