Experience

COWI Management AB

• Sweden
• Oil and Gas
• 1 - 100 Employee

• Senior Project Manager

  • Sep 2018 - Present

  Looking forward to starting my next step at Cowi in November Looking forward to starting my next step at Cowi in November



Elajo Mekanik AB

• Regional & Projects Manager

  • Jun 2010 - Mar 2018

  The role included starting up a new department for Elajo in Gothenburg with a focus on mechanical & pipework installation projects but also, corrective and preventative maintenance services to industry. I succeeded in rapidly establishing a project management team for project execution which has become a vital part of Elajo’s business. I also established a local customer base for maintenance service contracts. In my role as regional manager I lead a project management team & service team providing services to the power, refinery, petrochemical, process, pulp & paper, steel and automotive industries. My responsibilities include business strategy, marketing, sales, customer relations, budget planning and financial profit and loss responsibility, leadership and personnel responsibility for the project management, supervision & admin personnel and approx. a large team of skilled technicians located both in Gothenburg and Elajos headquarters in Oskarshamn. The role demanded rapid recruitment of a new project management & service team; rapidly establishing a customer base; developing and implementing project management processes within the business and refining those processes to represent best practice. Under my leadership we established a customer base and have carried out major projects, so that the department was profitable within its first financial year. The team has carried out large projects within the nuclear upgrades programme and refinery and petrochemical maintenance shutdowns, off-shore drill rig refurbishment, etc. I am part of the senior management team for Elajo Mekanik AB. Show less

• Managing Director

  • Nov 2016 - Jun 2017

  I have recently completed a temporary role of managing director for Elajo Mekanik during the recruitment of a permanent replacement. The role was based at Elajo’s headquarters in Oskarshamn. The role included the strategic management of the business, setting out the vision & values, leadership goals, KPI’s, budget and a 3 year business plan. This at a time when the company needed to transition from predominantly the nuclear power industry to a wider customer base, and adapt and downsize the business due to the reduced volumes in the nuclear sector. I commenced the recruitment of a sales team and sales processes to enable an expansion into new markets. I oversaw the re-structuring of the business. I also implemented procedures to improve communication and information with the staff throughout this process. During this time I led the management team of Elajo Mekanik and was part of the senior management team of the Elajo Group. I personally led the sales work for the contract for the Boilers and Furnace refurbishment package at the Turnaround at Preem refinery in Gothenburg. A project that was executed safely, on time, within budget, and with an extremely satisfied customer, and represented a significant expansion for Elajo into the refinery and process industries. Show less



Metalock Sweden AB

• Sweden

• Business Area Manager - Contracting

  • Jan 2007 - Mar 2010

  Business Area Manager for Metalock Swedens Contracting business. The contracting team performed mechanical installations, corrective and preventative on-site maintenance to a wide range of industries including power, refinery, petrochemical, process, pulp & paper, steel and cement. The contracting business even included the on-site machining department which is a leading supplier of on-site machining services. My responsibilities included business strategy, marketing, sales, customer relations, budget planning and financial profit and loss responsibility, leadership and personnel responsibility for 15 project management, supervision & admin personnel and 120 blue collar workers. The role demanded recruitment of a new project management team; implementation of individual development programme for the personnel, modernisation of the business processes; raise the level of Health and Safety awareness and culture to minimise accidents and develop the quality assurance routines. Under my management the team carried out large projects within the Nuclear upgrades programme and refinery and petrochemical maintenance shutdowns with great success. As such I was part of the senior management team for Metalock Sweden. I succeeded in expanding the contracting business in turnover and profitability despite the financial crisis. Show less



Weir Engineering Services

• Oil and Gas
• 100 - 200 Employee

• Senior Project Manager

  • Jul 2002 - Dec 2006

  Senior Project Manager within the Hydro Projects Team, which managed the project execution of hydro power station refurbishment projects throughout the UK and in conjunction with an International Alliance partner. My responsibilities included all Project Management functions within a matrix organisation, including: bid preparation and review; project planning; customer interfaces, managing projects to specification, cost and programme; allocation of budgets and cost control; team leadership; resource management; management of design, procurement, manufacture, refurbishment & site personnel, risk assessment and risk management; contract strategy, sub-contract tender assessment and management; preparation, submission and negotiation of variations and claims; profit and loss forecasting and reporting. I managed several projects concurrently with cumulative contract values of approximately £10m Show less



NNC LIMITED

• 1 - 100 Employee

• Project Manager

  • Aug 1993 - Jun 2002

  Project Manager within the design & manufacturing facility "Special Purpose Machines". As projekt manager I was responsible for the delivery of complete Projects from concept, pricing, quoting, contract negotiation, and delivery through the design, manufacture, testing, installation and commissioning phases. Coordination between mechanical & EC&I interfaces. Products were mainly for the Nuclear industry. The role included managing a project team and across a matrix organisation. Full Project Profit & Loss responsibility and negotiation of all changes, modifications and additional work. Show less