OSKARI VIDMAN

Main responsibilities:

• Member of PPG EMEA Markets Leadership team. Number of direct reports: 7. Total commercial team: 450 people (FI, PL, Baltic, China, Export, C&E Asia) inc. 40 own retail stores, Total net revenue 360M€
• Managed a diverse team of professionals, fostering a positive work environment and high employee satisfaction.
• Developed and implemented strategies to increase sales and profitability.
• Managed budget implementations, employee evaluations, and contract details.
• Increased overall company efficiency by streamlining operations and implementing innovative managerial strategies.
• Maximized operational excellence mentoring personnel on management principles, industry practices, and company procedures.

Main Responsibilities:

• As a result of the Tikkurila PPG acquisition, a new region North & East Region in EMEA was created as part of the integration plan. This area includes Finland, Sweden, Norway, Poland, the Baltic countries and Export and Central Asia.
• Member of PPG-Tikkurila EMEA Architectural coating North & East Management team. Number of direct reports: 7. Total commercial team: 680 people inc. 80 own retail stores, Total net revenue 480M€
• Responsibility for the commercial operations and P&L of these areas.
• Updated products, service agreements and pricing to retain competitive advantage and generate new customers.
• Led a high-performing sales team through effective coaching, mentoring, and performance management strategies.

Key achievements:

- Successful integration cross countries from PPG to Tikkurila without any business interference

- Poland turn around from single digit EBIT% to close to 20% EBIT

- Double digit growth rates in central asia and export despite exiting all connection to Russia due to PPG Group decisions and sanctions

- Successful implementation of Sweden new route to market strategy and retail operations

• During Covid-19 crises , it was decided to split sales between East and West to bring Management closer to Russian team to materialize identified efficiencies by modernizing and digitalizing ways of doing business. New management team member took over East part, Russia, Exports and China.
• In the remaining West part of the region includes Sweden, Poland, Finland, Denmark, Norway and Baltic cluster as part of Tikkurila legacy. Member of Tikkurila Oyj Management team. Number of direct reports: 7. Total commercial team: 400 people (FI, PL, SE, NO, Baltic), Total net revenue 430M€
• Updated products, service agreements and pricing to retain competitive advantage and generate new customers.
  Led a high-performing sales team through effective coaching, mentoring, and performance management strategies.
• Maintained financial controls, planned business operations and control expenses while identifying and pursuing opportunities to grow business operations and boost profits.

Main resposibilities:

• Member of Tikkurila Oyj Management team, Number of direct reports: 8. Total commercial team: 1200 people (Finland, Russia, Seden, Norway, poland, Baltic, Denmark, Export, C&E Asia) inc. 25 own retail stores, Total net revenue 600M€ including both Architectural and Inductsrial coatings divisions.
• Building and and creating Tikkurila new commercial strategy in close co-operation with the Leaders of all local business units and other functions. A huge part of Tikkurila successful turnaround was creating the commercial basics, improving management and processes, and creating a more efficient and result-oriented culture without forgetting the customers.
• Geographically, the focus was in Sweden, as Sweden suffered the most during and after the failed ERP implementation. A new business unit leader was recruited and the management was reformed. A new strategy was created and several commercial terms were changed to secure profitability and growth.

Key achievements:

• International Key customers and sales-related systems are part of the key sales responsibilities. All this in very close co-operation between the different functions.
• This was also the formula to implement Tikkurila integrated business planning (IBP) called Tikkurila Business Steering (TBS).

Main responsibilities:

• Member of the Cloetta Group Executive team leading Pick & Mix Central unit, with P&L accountability of the P&M business globally covering both confectionery and nuts categories and conceptsNumber of direct reports 5, Net revenue 150M€ representing app. 25% group revenue
• Central team is leading various business and concept development areas for existing and new P&M markets including assortment and portfolio management from own production to 3rd party sourcing.

Key achievements:

• Completing remaining parts of the integration of Candyking into Cloetta systems and culture
• Turnaround non-profitable acquired CandyKing business
• Develop and establish new premium concept and service model to improve growth and profitability with lower service costs
• Expanding business to new customer and channels (Lidl Nordic, Cinema etc.)

• Cloetta Suomi Oy Finland: Leading sales organization + 125 people by having commercial accountability of +€120mn turnover covering all accounts and channels with 11 different categories including E-commerce business. Key Achievements: Developing jointly strategy for sales and channels align with local strategy. Implementing required changes in the sales organization to improve capabilities and resources. Translating business into share, turnover and profitability growth only 9 months after the end of strategy review process.

• British American Tobacco Sweden A/S - Stockholm, Sweden Leading sales team 100 people for Norway and Sweden Key achievements: New field force and Key Account channel strategy to provide efficiencies and improving speed to market and pricing discipline; Developing new trading terms and conditions model aligned with new channels strategies including e-commerce entries; Record high awareness results in new brand campaigns in both categories.

• British American Tobacco Norway A/S: Managing market P&L and supervising local business operations Developing and Executing overall business strategy for trade and brand marketing including pricing, excise and investments Key Achievements: Record high profit growth (18% CAGR).

• British American Tobacco Finland Oy - Helsinki, Finland Managing market P&L and supervising local business operations Developing and Executing overall business strategy for trade and brand marketing including pricing, excise and investments management Key Achievements: Annual employee climate survey resulting highest scores in all key leadership areas, The first time since 1997 profitable annual profit results by improving all key KPIs volume, profit and market share as a Finland business unit.

• British American Tobacco Denmark A/S: Further harvesting synergies post integration by investigating various outsourcing opportunities, further developing ways of working and setting up new organization blue print Key Achievements: New efficient field force set up, warehouse outsourcing £ 2,8 mn total efficiencies.

• British American Tobacco Nordic Oy - Helsinki, Finland Managing 3rd party distributor, contributing to the development and negotiation of trading terms and conditions between BAT and distributors Managing market P&L Key achievements: Improve relationships prior merger; successful snus category entry, Establishing local BAT presence in Iceland Integration Lead: Area Coordinator Northern Europe.

• House of Prince Denmark A/S / British American Tobacco Nordic Oy - Copenhagen, Denmark Coordinating and supporting individual functions and countries developing and executing integration plans in close collaboration with KPMG consultancy team Representing BAT together with BAT Nordic GM in process of approving HoP - BAT merger with EU competition authorities Post approval coordinating divestment process of certain brands in Norway, Finland and Travel retail Key achievements: Securing business continuity; integration completed head of estimated time line with higher synergies than forecast; Remedy brands sold on time and full.

• British American Tobacco Nordic Oy - Helsinki, Finland Developing and implementing portfolio strategy and operational brand plans cross the Nordics.

• British American Tobacco Nordic Oy - Helsinki, Finland Developing, planning and executing strategy to migrating local brand to Global Drive brand in 7 different Nordic markets Key achievements: 106 index market share growth in the first year cross the Nordic vs retention rate estimate 85.

• Seasonal events with catering services