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(Mis à jour 2023-11-17)Projektledare
Stockholms län, Sweden
Natif Svenska, English, Débutant French, German
- Leadership
- Mergers & acquisitions
- Sales
Compétences (20)
FORECASTING
PROCESS AUTOMATION
REAL ESTATE
FINANCE
ICA
BACKBONE
PERFORMANCE MANAGEMENT
PR
Salesforce
Project Management
BUSINESS DEVELOPMENT
FANUC
ROBOTICS
OPERATIONS
PUBLIC RELATIONS
Machine Learning
TALENT MANAGEMENT
MORTGAGE LOAN
Change Management
TRAINING PROGRAMS
Expérience professionnelle
helping international companies execute projects within Information management
RGP
2013-01 - Actuel
2013 - current RGP is a global consulting firm built on a combination of freelancing and employed consultants, helping international companies execute projects within Information management, Finance and Risk & Compliance. RGP is listed on NASDAQ with revenue of 650 MUSD from over 2,600 clients around the world, served out of 74 offices.
[project execution]
[project execution]
Regional Vice President
2017-01 - Actuel
My role is to lead a pan-European transformation, including the design and implementation of a new organization/operating model, a new incentive scheme for all staff, and a multitude of additional improvement projects such as enhanced performance management, new forecasting processes, etc. Key accomplishments include: * Led European Management Team through the design and implementation of new European organization (from geo-based to functional/geo matrix) in 8 months. Stakeholder and change management including numerous European road shows and extensive communications through a multitude of channels.
* Interim European VP Talent management, bringing together eight geographic teams into one European organization.
* Interim European VP Talent management, bringing together eight geographic teams into one European organization.
Managing Director Nordics
2014-01 - 2017-01
Commercial and strategic leadership for the Nordic organization through a successful turn-around, market re-positioning, and focus on solution selling. Significant personal revenue generation responsibility and part of the European management team. Key accomplishments include: * Turned five straight years of falling revenue into an average growth rate of 6% over three years. Cut costs significantly, including closing down three operating entities and reducing staff by more than 1/3 (managed to keep all key players on board through this turbulence).
* Redefined market offering and repositioned the Nordic business from transactional interim type consulting towards bigger projects for fewer (larger) clients. In three years, services within project execution and advisory increased from approx. 30% to 65% of revenue. Launched several new solutions/service areas including Robotics Process Automation and Data/GDPR.
* Drove cultural change focused on professionalism and accountability without damaging a strong existing "fun and friendly" culture. In Dec 2017, our Nordic team ranked RGP higher than Great Place to Work's Top 25 Global benchmark organizations, and in line with the highest ranked professional services organizations globally.
* Led several European projects including RGP's acquisition of Taskforce GmbH in Germany (12 MEUR) and participated in RGP's global salesforce implementation.
* Drove a global initiative to build a complementary Machine Learning based platform business. Project abandoned after high level system design due to competing internal initiatives.
* Redefined market offering and repositioned the Nordic business from transactional interim type consulting towards bigger projects for fewer (larger) clients. In three years, services within project execution and advisory increased from approx. 30% to 65% of revenue. Launched several new solutions/service areas including Robotics Process Automation and Data/GDPR.
* Drove cultural change focused on professionalism and accountability without damaging a strong existing "fun and friendly" culture. In Dec 2017, our Nordic team ranked RGP higher than Great Place to Work's Top 25 Global benchmark organizations, and in line with the highest ranked professional services organizations globally.
* Led several European projects including RGP's acquisition of Taskforce GmbH in Germany (12 MEUR) and participated in RGP's global salesforce implementation.
* Drove a global initiative to build a complementary Machine Learning based platform business. Project abandoned after high level system design due to competing internal initiatives.
Director Business Development
2013-01 - 2014-01
Sales, business development and engagement/project management. Promoted to Managing Director Nordics after six months.
Deputy CEO ("vice VD"), Erik Olsson Fastighetsförmedling
2010-01 - 2013-01
One of Sweden's top real estate agencies annually brokering homes of a value of approximately 10 BSEK with 200 MSEK in net revenue.
Management responsibility for most of the commercial organization as well as the "backbone". Max staff responsibility approximately 140.
* Initiated, designed and implemented two substantial cost-reduction initiatives, enabling the company to bounce back to profit within one year despite a 30% decline in revenue.
* Drove a cultural change, from volume to quality focus. Supported through creation of client satisfaction surveys, internal road shows, awards, training programs, etc.
* Implemented a PR-program to re-build the company's brand image, yielding press coverage worth 5 MSEK a year.
* Successfully sold a minority stake in Erik Olsson's mortgage loan vendor subsidiary to an industrial partner in a deal that generated a substantial profit over the following years.
Management responsibility for most of the commercial organization as well as the "backbone". Max staff responsibility approximately 140.
* Initiated, designed and implemented two substantial cost-reduction initiatives, enabling the company to bounce back to profit within one year despite a 30% decline in revenue.
* Drove a cultural change, from volume to quality focus. Supported through creation of client satisfaction surveys, internal road shows, awards, training programs, etc.
* Implemented a PR-program to re-build the company's brand image, yielding press coverage worth 5 MSEK a year.
* Successfully sold a minority stake in Erik Olsson's mortgage loan vendor subsidiary to an industrial partner in a deal that generated a substantial profit over the following years.
CFO and CIO, Erik Olsson Fastighetsförmedling
Cleaning up accounts
2009-01 - 2010-01
re-building the finance function (changed the entire team), managing (and restoring) bank relations, implemented new systems, improved internal reporting, new KPI's, refined accounting principles, etc.
* Initiated and managed several major IT-projects including the development and launch of a new web-site, the implementation of new support systems, new practices for development and management of the group's two major legacy systems, and outsourced all IT-operations to external Cloud Computing provider.
* Promoted to deputy CEO ("vice VD") after one year.
* Initiated and managed several major IT-projects including the development and launch of a new web-site, the implementation of new support systems, new practices for development and management of the group's two major legacy systems, and outsourced all IT-operations to external Cloud Computing provider.
* Promoted to deputy CEO ("vice VD") after one year.
Partner
Hjalmarsson & Partners Corporate Finance
2003-01 - 2009-01
A successful mid-cap M&A boutique built around the philosophy of a few close client relationships, extremely high service level and only experienced associates.
As a partner I was responsible for selling assignments as well as managing deals. During these years I advised on +20 M&A deals including acquisitions, divestments, equity and debt financing of which roughly half were within the media sector. Assignments included complex multi-part mergers, public as well as private deals, international as well as domestic, typically between 0,2 and 2,0 BSEK.
As a partner I was responsible for selling assignments as well as managing deals. During these years I advised on +20 M&A deals including acquisitions, divestments, equity and debt financing of which roughly half were within the media sector. Assignments included complex multi-part mergers, public as well as private deals, international as well as domestic, typically between 0,2 and 2,0 BSEK.
Head of M&A
Sweden's top three e-commerce companies
2009-01 - 2009-01
with a dominant European market position within its segments. Majority owned by ICA Invest.
* Initiated and led several acquisition processes resulting in two acquisitions.
* Implemented a structure ("funnel") for screening, evaluating and managing acquisition candidates.
* Initiated and led several acquisition processes resulting in two acquisitions.
* Implemented a structure ("funnel") for screening, evaluating and managing acquisition candidates.
Founder, CFO and Business Area Manager Consulting
Frontville
1999-01 - 2003-01
Frontville was founded on the idea of using the rapidly increasing corporate broadband penetration as a new way to deliver ERP/accounting software to small and medium sized businesses (the cloud in its infancy). It was funded by Investor, through B-Business Partner, and SEB Strategic Investments.
I originally operated as CFO and then went on to build up our consulting business. In this role I combined managing the consulting organization with selling and managing several major implementation projects, including the successful implementation of a new accounting system for securities trading at Stiftelser & Företag, an outsourcing business unit within the major Nordic bank, SEB.
I originally operated as CFO and then went on to build up our consulting business. In this role I combined managing the consulting organization with selling and managing several major implementation projects, including the successful implementation of a new accounting system for securities trading at Stiftelser & Företag, an outsourcing business unit within the major Nordic bank, SEB.
Associate
Aros Securities Corporate Finance
1997-01 - 1999-01
Capital market transactions of various kinds, e.g. IPOs, other equity issues (public as well as private), convertible bond issues, stock option schemes, etc. Learned how to manage projects and obtained a good understanding of financial markets.
Parcours scolaire
Stockholm School of Economics (Handelshögskolan i Stockholm)
Stockholm School of Economics (Handelshögskolan i Stockholm)
1992-01 - 1997-01
Tibble Gymnasium
Tibble Gymnasium
1989-01 - 1992-01