Progress so far 05-2022• Overhauled Internal Audit's reporting to the Audit Committee and Management towards more coherent and meaningful big picture. • Defined and implemented audit analytics strategy leveraging BI tech, process mining (and RPA), e.g. transparency to audit results and follow-up for leadership teams. • Modernised audit team collaboration, and its leadership towards coach-leader. Overhauled and digitalised audit team operating model to enhance quality, speed and efficiency while minimising risks. • Significantly broadened leadership dialogue and strengthened consultative practices achieving indications of trusted advisor. • Enhanced the audit universe coverage beyond mere subsidiaries into business divisions, central functions and global end to end processes.• Introduced active follow-up including automation and well received management-auditor calls. Migrated to a modern audit follow-up platform.• Implemented systematic observation classification inspired by IIA leading practice, integrated to the automated follow-up.

Strategy/Management Consulting within Operations Transformation, Process-Led Transformation (Process Strategy, Lean Six Sigma, Prime Value Chain), Industrial/Supply Chain Strategy, Strategic Supplier Relationship Management, Operations Performance Turnaround

In Enics I lead and participated in global operations development projects and operations development teams in the dynamic, multicultural environment of the old industrialized world of Europe relocating to the low cost Far East. From time to time, I performed in-house consultancy for the top management, and have been involved in business due diligencesRecently returned from leading a reactive performance turnaround project in Far East Ops. My aim is to induce organisational learning from operations developments thereby sharing best practices efficiently.

• In charge of the Manufacturing Excellence (Lean Manufacturing) programme within SNB (14 factories) – average >MEUR 1 labour cost savings per factory over 24 months• In charge of the KPI’s in SNB Manufacturing Performance Management including the SNB Manufacturing Balanced Scorecard• Responsibility for the Schneider Electric worldwide UT Production Basic Facts (structural benchmarking for 40 factories) and other benchmarking• SNB Manufacturing Strategy• Associate Project Mgr: plant closing & related production transfers, Apr’05 – Mar’06Reporting to VP Manufacturing(Schneider Electric, world leader in electric technology, operates in 130 countries turning over 9,06 billion EUR (2002) with an offering in Electrical Distribution and Industrial Automation & Control (www.schneider-electric.com))

• Internal Benchmarking: annual Production Basic Facts ‘98-‘02 (up to 29 factories, including SE units outside L), and various other benchmarking projects• Lexel Balanced Scorecard• Associate Project Manager in the corporate eBusiness project: creation of the corporate eBusiness Strategy and deployment of capabilities like Transaction Automation, Product Catalogue, and Quotation Management; leading teams with internal resources and external consultants.• Lexel Production and Logistics Strategy• Various management, production, logistics, and IT development projects, e.g. corporate strategy, management processes (L WAY), production competence networks, etc. Participation in an acquisition. Reporting to Senior Executive VP, Technical Director and to Director of IT and Logistics(Lexel Group was acquired by Schneider Electric in 1999, and integrated into Schneider in September 2003. The Group turned over about EUR 730 million and employed some 5 800 people in 2002.)

'Improving the Quality of Group-Internal Customer Relationship Communication', providing a structured way of building business relationships between relatively independent companies within the group

Various professional training periods during four summers while studying at HUT (Helsinki University of Technology.