Tobias Svensson

CV Tobias Svensson Address: Telephone: E-mail: Date of Birth: Nationality: 2021 - Gulklövergatan- NÖDINGE 0704 - 901 706-31 Aug 1974 Swedish Market Research Benelux Göteborg The purpose of this role is to build panels of respondents in the healthcare sector in Belgium and the Netherlands. The tasks include: - Ensure the recruitment of doctors in Belgium and the Netherlands - Schedule in-depth interviews according to the client’s wishes - Continuously update systems regarding recruitment, interviews, surveys and other information about panelists, and make sure that this is compliant with GDPR - Stay in contact with panelists, and coordinate the finalization of projects with the project manager - Flag to top management in case recruitment seems to be insufficient - Verify panelist information and investigate cases of possible fraud - Test online surveys before these go live 2010 - 2021 Controlling consultant Göteborg Various controlling assignments as a consultant, for companies such Breas Medical, Gunnebo and Cargotec. The tasks have covered most of what is associated with finance and controlling, from ensuring monthly reporting in financial systems to budgets, forecasts and analyses. 2005 - 2008 Business Analyst Amsterdam Genzyme is a global biotech company, based in Boston, US. As Business Reporting Analyst, my responsibilities fell into several categories: - Coordinating a team of 5 Business Analysts responsible for different Business Units (cross-BU Analyst); being point of contact between the countries and BU’s in a matrix organized environment - Coordinating/managing financial planning processes (financial reporting of actuals; forecasting and budgeting); ensuring data integrity and accurate strategic planning - Consolidating all input into Total Europe entity, analyzing Actuals/Forecast/Budget data and reporting the numbers to US Corporate Department - Working closely with European Vice President Finance and Global Vice President Finance; preparing presentations for Quarterly Business Review meetings, Board of Director’s meetings, CFO Direct reports meetings etc. - Participating in key projects aiming at redesigning financial and controlling processes (e.g. introduction of a new planning tool and other conceptual tasks) - Developing and maintaining common models and templates for reporting and analytical purposes for all Business Units, as well as further driving the standardization within the Financial Planning & Analysis department. 2003 – 2004 Financial Controller (project) Amsterdam Global transportation company with 160 000 employees and a turnover of €12 billion TPG is a global Dutch company in the post and logistics industry with 150 000 employees worldwide. The division TNT Express was implementing SAP to cover some of its finance and HR functions. The development and implementation was done by a central team of around 100 consultants in the UK and smaller teams in each of the business units around the world, with a total budget of 75m Eur. As financial controller for the project, it was my responsibility to control all financial aspects, which meant:      Together with the business units develop a business plan for their implementation and challenge their estimates. Monitor all actual costs from both the centre and the business units. Evaluate whether expected benefits and revenues are delivered. Make sure that all spend is accounted for in a correct way. Keep the project director informed of current spending as well as suggest opportunities for savings. 2001 - 2003 Amsterdam Financial Analyst Levi Strauss & Co is an American fashion company with 10000 employees and a turnover of $4 billion Levi Strauss & Co is a global company in the fashion industry, known through its main brands Levi’s and Dockers. Through its retailers and wholesale customers, Dockers Europe sells its products in all European countries and has a turnover of around $100 million. In my position as financial analyst I was responsible for analyzing and forecasting all financial aspects of the business, focusing on:      Profit Margins. One goal was to increase the understanding of profitability among the managers and move away from the simple unit sales focus. For this purpose I developed a profitability report which I discuss monthly with the brand managers. Indirect costs. I worked closely with the cost center managers to keep them on top of their expenses, and made sure that they not only stayed within limits, but also made the necessary cuts in a tougher economic climate. Inventory levels. Working with supply chain to keep inventory levels down and DSI reasonable. Accounts receivable. Collecting and evaluating forecasts from field credit managers. Cash flow. Increasing the awareness of the cash flows among managers. Furthermore I aimed to provide the most possible support to the managers in the organization and respond to ad hoc requests. 1998 - 2001 Accounting Manager Amsterdam EF is a travel and education company with 7000 employees and a turnover of around 5 billion SEK. EF Cultural Tours BV is a Dutch company within the EF group, an independent operator of language travel and cultural exchange with about 40 offices worldwide and a turnover of about 500 million USD. I joined the EF group in 1998 as Assistant Financial Manager and was in March 2001 promoted to Accounting Manager for the legal entity. My responsibilities included managing an accounts payable of around 60 million USD yearly, as well as accounting, reconciling and preparing the annual financial closing for the company. In my role I also communicated with our sales and operations teams, other finance departments and our banks. In my team there were two other members for which I coordinated the work. Studies 1994 – 1998 Gothenburg Business School Masters degree in International Business with a major in Accounting & Controlling Jan – June 1997 Studies at Solvay Business School at Université Libre de Bruxelles in Brussels, Belgium Language skills Swedish English Dutch French Native Fluent Fluent Good