Founder
SA Business Consulting
Total years of experience :17 years, 7 Months
Founder of own Consulting firm
Focus areas are Business Consulting, Profitability Improvement, and Interim Financial Management through Management Consultant, Business Controller, and Finance Manager positions in small, medium, and large multinational companies
Services provided are Interim Management, Data analyses, Process mapping, and Bottom-line enhancements by identifying and implementing Top-line growth and Cost reduction initiatives
ASSIGNMENTS
- Interim Finance Manager via SA Business Consulting for Unilever, one of the largest companies in the Consumer Goods industry
Assigned to Unilever Production and its Ice Cream factory in Sweden to develop a new methodology to forecast costs which vary considerably across the year because of seasonality with the intention to significantly improve the forecast accuracy
- Interim Business Controller via SA Business Consulting for Infratek, a mid-size firm in the Construction industry
Other than to coordinate the Month-end closing and Budget process, the main assignments were to monitor project cost development, and increase the financial awareness in order to achieve or surpass project cash flow and performance goals.
Identified and presented 30+ profitability improvement actions that would increase profits with more than 50%
Nordic Corporate Controller for Sonepar, world's largest Electrical wholesaler with 40 000+ employees and €20 B revenue
During the closure and transition of the Sonepar Nordic head-office from Denmark to Sweden, the main task is to set-up a new Controlling function across the 8 Nordic subsidiaries, ranging from 20 to 800 FTEs and 10 to 600 million Euros in Sales, and to establish new financial processes and analyses methodologies
Other main tasks are to coordinate the Month-end closing and Budget process across the Nordic region, provide financial support to the Nordic Management team and Board of Directors, and introduce a Controlling attitude and approach in the subsidiaries
Advisor to the Pricing project team in Elektroskandia, the largest subsidiary in Sonepar Nordic
SFR is a leading fuel retailer with network across Northern and Eastern Europe, 17, 000 employees and €9 B revenue. I worked for Sweden, the largest business unit in SFR, reported to the Head of Controlling Sweden and managed and coached the Financial Controlling team, consisting of 3 highly skilled Controllers
Main responsibilities
- Team management
- Overall responsibility for the month-end closing process, financial and KPI reporting
- Streamlining work and financial processes related to fuel purchasing (€300 M monthly)
- Business planning and forecasting for the organisation
Main achievements
- Streamlined work and financial processes related to fuel purchasing by initiating smaller projects with key stakeholders to solve crucial issues. Realized a €10+ M reduction in the company’s financial risk exposure
- Reduced reporting complexity in the month-end closing process by implementing time management tools, such as the Quadrant II method and the Time Inventory Gap Analysis. Achieved a 25 % time reduction, equivalent to 1 Full-Time Employee (FTE)
- Promoted at age 29 in a country with the lowest proportion of young managers of all OECD members
SFR is a leading fuel retailer with network across Northern and Eastern Europe, 17, 000 employees and €9 B revenue. I worked for Lubricants, the smallest business unit in SFR and reported to the business unit CFO
Main responsibilities
- Responsible for the month-end closing process incl financial and KPI reporting, streamline reporting procedures and reduce complexity, business planning and forecasting
- Analyse financial performance to evaluate underlying business development, cost optimization, provide recommendations based on analyses
- Businss partner to Sales Director
- Scrutinize sales performance per segment, country, customer etc. Recommended solutions to improve sales, such as which key customers to target and how to improve the product mix
Main achievements
- Led a project, focusing on standardizing margin and cost follow-up, and coordinated activities with 50+ managers across 8 countries. The new cost follow-up structure increased profits with appr. €1 M/year
- Introduced strategic sales activities to increase profitability, such as Pocket Pricing and price leakage reductions, which had direct bottom-line effects of €1+ M/year
- Conducted detailed operational and administrative analyses, scrutinized cost level and purposes, which increased profits with 10+ %
Outokumpu Stainless is a leading producer of stainless steel and high performance alloys, 16, 000 employees and €5 B revenue. I reported to the VP Sales & Marketing for the Tubular Products business unit
Main responsibilities
- Responsible for the month-end closing process, Sales and KPI reporting, budgeting and business planning
- Business partner to Sales & Marketing Director
- Head of the local Credit Control group consisting of 4 people in Sweden and Finland
- Perform benchmarking and competitor analyses
Main achievements
- Streamlined the credit process and identified improvement areas, thereby reducing overdue days with appr. 50 % over 4 months
- Managed a cross-country project to implement RIBA in Italy, an electronic payment system, to facilitate customer payments and reduce the overdue days
Arla Foods is a global FMCG company with production in 12 countries, 18, 000 employees and €8 B revenue. I reported to VP Finance for the Swedish business unit
Main responsibilities
- Provide management and departments with detailed quantitative analyses and decision making materials, such as customer performance, competitor analyses, distribution and production cost optimization
- Conduct product costing and business case presentations
- Perform ad-hoc Logistics, Production, and Sales analyses
- Month-end closing, incl KPI reporting
- Business partner to Supply Chain Director
Main achievements
- Conducted data analyses and recommended actions which enabled Arla Foods to regain one of the largest Swedish food retailers (€3 B revenue)
- Provided analytical support and coordinated activities during closure of a factory with 190 FTEs and production transfer to 2 other factories, new product launches, and changes in activity-based costing principles
- Worked closely with the Sales and Marketing departments and supported them with analyses in strategic revisions of product concepts, markets to enter, and go-to-market strategies
- Enabled easier customer order assembly by recommending process changes in several intermediate warehouses, thus reducing 1 FTE per shift per warehouse
Elective focus on Strategy and Pricing Project Manager of a 2 month long consulting project with a leading consulting firm to identify new markets and develop go-to-market strategies for a French industrial firm in the energy sector
Master’s Thesis: IFRS 3 & IAS 39: Financial effects when transferring to the new accounting standards
Master’s Thesis: Investigation of polymer degradation, at Queensland University of Technology, Brisbane, Australia