The CleanTech company Plagazi AB helps society to close the circular loop, transition to renewable energy sources, and facilitate waste management. The patented Plagazi ® Process offers turnkey onsite plants turning hazardous and normal waste into green, pure, usable, and competitive hydrogen. Hydrogen is applicable to boost natural gas in pipelines, fuel for transportation, replacing all usage of petroleum products or can be converted to electricity via fuel cells.Plagazi AB is right now in the project work of building the first unit in Sweden Köping Hydrogen Park, Gävle Hydrogen Park and in the first plant in Germany Premnitz Hydrogen Park. EIF European Innovation Fund has given Plagazi 29.5 M€ to the first plant based upon top scores regarding Innovation and Technology.

Consulted to further developing Sunpine's production processes and management:-Established a project management structure within the company, which resulted in the closing of multiple outstanding projects.-Assisted in the development of Sunpine's rosin production, personally restructured the underperforming internal procedures. -Altered the tall oil distillation process, which resulted in an increased production yield by 15%.Reference: http://www.sunpine.se/en/

Was hired to enhance a stagnant company in a competitive non-growing market dominated by Atlas-Copco:-Performed a complete internal audit of the company and of the compressor market, where the end objective was to generate an 5-year action plan.-In accordance with above, initiated a period of purchasing former distributors to obtain a larger share of the market. -Established an after sales service sector, which heavily increased the profit margins. -Drastically altered internal organisational structure which to one that included and empowered all employees.The outcome of the changes above resulted in a more threefold increase in sales, higher margins and an enlarge market share of new compressor sales from 18% to 37%. Reference: http://www.kaeser.se/

Worked directly with the 6th AP-Fund as a organisational consultant with the objective to improve their internal employee, legal and process structures: -Performed yearly audits reporting directly to the Executive management of 6th AP-fund. -Assisted in multiple board work based projects for the 6th AP-Fund corporation. Acquired and incorporated Talentia AB as the official headhunting firm of 6th AP-Fund in October 2002:-Evaluated and acquired talent based upon their conceptual skills.References: http://www.enhancer.se/en/ http://www.talentia.se/?lang=en

Entered as an investor with the mind-set of expanding the business during a two year period:-Opened multiple service outlets for valve services internationally-Optimised the present sales procedures and customer relations-Obtained long-lasting service contracts with large multinationals The outcome resulted in the company retaining the position as largest valve service company in Scandinavia and doubled its sales volumes while keeping high margins. Reference: http://www.vimab.se/

Responsible for the corporate development of the Studsvik Group:-Undertook streamlining procedures to prepare the corporation for an upcoming IPO.-Evaluated and restructured the corporation by the purchase and the sales of certain companies.Reference: http://www.studsvik.com/sv/

Executive Vice President of Key Accounts (1997-1999) -Responsible for the largest corporate customers with a total turnover of 600 M€-Achieved contracts worth +25 M€, for example with SKF and Royal Dutch Shell plc.-Created and introduced the Key Accounts Concept within the GroupSecretary of the Commercial Board (1997 - 1999)-Developed and implemented businessmen-ship within the Group including strategies, pricing, negotiations, contracts etc.Board Member of AGA subsidiaries (1996 - 1999)-Took part in the positive restructuring of daughter companies within the Group.-Actively put and followed up the objectives for the AGA subsidiaries.Vice President, On-Site Supply (1994 - 1996)-Increased the On-Site Supply sales from 2 M€ (5% of Group sales volume) up to 75 M€ (30%of Group sales volume) within a three year period.-Responsible for the On-Site Supply sector for AGA, which under my leadership started with 10 people and at 1997 included more than 50 persons.Development & Marketing Manager, On-Site Supply (1992 - 1994) -Personally responsible for all On-Site Supply projects for the Group-Developed and introduced the On-Site Supply portfolio concept-Negotiated major supply contracts for the On-Site Supply portfolio i.e. Atlas-Copco, Generon Inc. and Dow Chemicals. Business Area Manager of Process Market (1990 - 1992)-Designed and sold industrial gas application portfolios, i.e. the Aluminium Portfolio of the Group.-Developed the process market for different AGA Subsidiaries, i.e. AGA Fano S.A in Colombia.Distribution Manager & Production Manager (US) (1987 –1990)-Design and wrote a Supply Optimization Model via linear programming.-Achieved a 10% reduction in cost of supply (+10 M€).Project Manager / Process Engineer (1984 - 1987)-Responsible for worldwide Air Separation Unit Projects as EPCM (+100M€).

Optimised the production at the refineries of British Petrolium in Gothenburg and Scanraff in Lysekil.-Heavily relied on linear programming for production plant optimisation.