As Head of Regional Marketing at Betsson Group (online gaming), I had the opportunity to work with a fully digital product, managing managers in this fast growing, ever changing, internet company. Focus areas were:1. Managing managers and remote teams: I was responsible of local market teams in 5-10 countries (Scandinavia, Baltics, Mid South Europe and South America) ensuring localized optimal end-to-end customer journey. Running multiple brands via Country Marketing Managers their local teams (30 local marketers). 2. Change management: At Betsson Group, change was part of our DNA, as business strategy was to grow both organically and via acquisitions. When a new brand was bought, I was responsible of the startup of marketing departments in new markets, or implement new brands to old markets. Responsible of implementing campaign and media process to secure strong local market plans of multi-brand portfolio. (21 brands, 15 countries).3. Strategic brand building and global roll outs: Execution of central brand plans in a global matrix organisation, adopting market plans to market maturity, brand awareness and media channels available. Market and communication plans based on customer segmentation and market/competitors/media analysis. Media plans (ATL&BLT) incl. content-PR-social-media strategy. Additional: Acting Global Brand Manager for Betsson.com. 4, Big data and real time marketing: Utilize internal data to optimize performance of external digital marketing via:- Own channels: SoMe, e-shop, SEO, Apps, digital magazines, CRM etc. - Bought channels: display, native/content, contextual, video (VoD), search, mobile, programmatic, PPC network, RTB, retargeting, A/B testing, affiliates, FB etc. - Deserved channels: PA, PR, social media (FB, twitter, insta), content (blogs, podcasts, Youtube TV)

As a part of the Kjell & Company executive management team, our task was to convert a classical retail chain to a digital omni-channel business, by implementing e-com, digital campaigns, SEO, new media and communication plan. The three fantastic years was as much an internal as external journey with the following focus areas:Strategy and brand building: Review of brand platform and marketing mix, based on market-, customer-, competitors- and media analysis. E-com and online strategy: Re-launch of kjell.com and introduction of PIM, CRM and external digital channels, supporting both web shop and physical stores. Media and communication plans (ATL): Media plans including negotiation, production, internal communication and follow up. Development of product as well as store concepts. Trade marketing (BTL): To improve the effectiveness (cost and output) of our campaigns I was responsible of implementing a cross function campaign process, including multiple departments (product management, purchase, logistics, customer service, in-house agency, sales) and external partner program.To be able to reach the challenging goals ahead of us, our primary goal was to increase the numbers of visitors in store. To support the store building strategy we chose to do this by strengthening the brand (position and awareness), and by widening the target group (both geographic and demography).The secondary target was to increase conversion in physical stores and the visitor frequency.During 2010-13 the brand awareness increased by +20% and numbers of visitors by +45%. In physical stores visits increased by 20% and conversion by 30%. The re-launch of kjell.com, in combination with the new media and communication strategy, had a very positive impact on both web and physical stores. Traffic to site increased by +80%, turnover by +35% and numbers of purchases +60%. This contributed to significant business growth, where turnover almost doubled and even more on EBITA-level.

DVH (Coop, Lidl, Netto)

Manager of in-house agencyConcept development European rollouts

My years at Leaf (today Cloetta) I had the benefit of working with strong customer brands in multiple countries. As Market Manager I was responsible for market position and product portfolio of brands such as Malaco and Ahlgrens bilar, including the entire product cycle from customer segmentation and product development to brand building, communication and market plans. Under my years at leaf I was also Shopper Activation (responsible for in house agency) and Key Account Manager for DVH (Coop, Lidl, Netto)Strategic brand building: Market plans based on market/competitors/media-analysis and customer segmentation.Communication (ATL): Media plans incl production, internal and external roll out, follow up and audit.Trade marketing (BTL): Sales force and store campaigns. Concept development: Both store- as well as product- concepts (European rollouts)