Helsinki, Uusimaa, Finland
With extensive leadership experience in people management, I drive strategic initiatives and develop cultures of continuous improvement and integration in global settings. My career has been marked by successful terms at companies like Konecranes and Fiskars Group, where I have been instrumental in transforming people functions into strategic, unified partners within the business framework. As an experienced People Expert in the high-tech industry, I possess deep expertise in Strategic Planning & Execution, Comprehensive Management, Mergers & Acquisitions, Business Integration & Expansion, Succession Planning, and Organizational Development. I am directed by a passion for developing talent and operational efficiency, and I am dedicated to creating environments where innovation and people thrive. I specialize in developing comprehensive people strategies, leading large-scale organizational transitions, and enhancing talent management frameworks to align with corporate goals. My commitment is to leverage innovative people practices to influence positive change and achieve substantial business outcomes, ensuring a lasting impact on every organization I engage with.
At Konecranes, I was responsible for overseeing all HR activities across the group. I developed the Konecranes People Strategy and the corresponding HR implementation plan to align with the company's strategic initiatives. I transformed fragmented HR operations into a unified function with standardized processes and systems, and shifted the HR team from a traditional administrative role to a modern business partner model. Additionally, I drove the renewal of the leadership development portfolio and led company-wide change management and organizational transitions. I also overhauled the Konecranes training organization and advanced the development of compensation practices. Further responsibilities included overseeing sustainability initiatives and managing the Konecranes brand and communications strategy. I led the successful integration of Demag into Konecranes following the acquisition and served as a member of the Konecranes Executive Board, reporting directly to the CEO.
I was responsible for overseeing all HR activities at Fiskars Group, including the development and implementation of Fiskars' long-term HR strategy to align with the company's integrated strategy. My role involved transforming fragmented HR operations into a unified function with standardized core processes and systems. I spearheaded the creation of global HR practices from scratch to provide strategic support to the business. Additionally, I led significant change management initiatives and organizational transitions, such as transitioning to a matrix organization structure. I was instrumental in developing Fiskars' leadership practices and training programs, which included the Fiskars Leadership Excellence Program, senior leadership onboarding, middle management training, and mentoring. I also intensified our focus on competency development by establishing the Marketing Excellence program, initiating sales development activities, and enhancing the use of our e-learning platform. As a member of the Fiskars Executive Team and reporting directly to the CEO, I played a key role in shaping the strategic direction of the company's human resources.
I managed all HR activities for Nokia's Customer and Market Operations in Sales and Channel Development, and Area Marketing, overseeing approximately 1,200 employees. I held global responsibility for implementing the sales compensation model for Nokia CMO device sales. I also led a global project to align approximately 12,000 external sales force employees, ensuring consistency and cohesion across all markets. Additionally, I directed a Marketing Change project within the CMO to streamline processes and enhance efficiency.
I oversaw Business Development, Finance & Control, Quality, and Processes for the Nokia Ventures Organization (NVO). As a member of both the Venture Board and the Nokia New Business Team, I was involved in making funding decisions for Nokia's internal new business investments. I played a key role in shaping the NVO strategy and the overarching Nokia-wide venture process, and chaired several venture steering groups. Additionally, I managed the ramp-up and ramp-down of ventures across EMEA, leading an 18-person team to ensure operational excellence and strategic alignment within the organization.