Anders Rydbacken M: +46 727 403860, e: anders@clavic.se

Employment history Clavic Consulting AB 2012-09-01 - Talent management solutions within HR & Sales Consultant & Owner

Recruitment services Mainly financial manager, HR manager, sales manager and sales reps. Clavic Consulting uses a well-founded expertise model from SHL/CEB, www.shl.com designed to a clear requirement profile and is transparent to both clients and candidates. Methods used are based on customer requirements and can be only job postings, only Search / Headhunting or a combination of these.

Recruitment assignments may also consist of parts of a process such as job specification, create a comprehensive list ”Long List” of candidates to evaluate a few of the final candidates.

Evaluation of the final candidates - Second Opinion, accurate method whereby 1-2 final candidates go through either the only personality questionnaire, motivation forms and proficiency tests or one in-tray or presentation exercise where a simulated reality. Comprehensive report obtained as a basis for future development activities.

Assessment - 1: 1

Companies that want to evaluate their existing managers for future challenges conducting assessment centres, where candidates observed are by several exercises during a full or half day. Exercises that are observed may be the presentation of a fictitious company where multiple action alternatives evaluated to inbox exercises in which the candidate is new to management and are assessed for their efficiency to handle and prioritize his first time as the new manager. Simulation exercises are a very common way to assess a manager or leader's ability to handle a fictitious situation where the role of the subordinate role is played by a consultant.

360 ° evaluation

In consultation with the CEO and HR we map the company values to measurable competencies. These competencies are measured by an internet-based questionnaire in which the manager (Foci) and the manager together with colleagues and subordinates fill in their personal and unidentifiable answers to how the foci meets the company's values. Personal feedback to each manager is measured together with individual reports to the CEO/HR

Corporate Culture - Measurable behavioural skills Every company has a corporate culture that is the soul of the company. The challenge for the CEO and HR is often to use the values throughout the employee life cycle, i.e. recruitment, development, succession and eventual resettlement. With the help of a well documented competency framework, we identify together measurable personal behavioural competencies based on a company's values and can thus get an overall culture of the company that is easy to use in-house by both HR and hiring managers.

Sales Mapping In consultation with the Sales Manager/CEO and HR we select 4-5 key behaviours in the sales cycle - see Figure below divided into roles within today's sales force. The sales force complete a personality and a motivation test, which reflects the individual behaviours and strengths and development potential in the entire sales cycle. Each sales rep receives a personal feedback including comprehensive report the individual report is drawn as a graph of the existing sales force to identify any behaviour that are missing or not emphasized enough. Coaching intervention based on individual results conducted internally or by Clavic Consulting. Assessment tools OPQ32r & MQ come from SHL/CEB, www.shl.com global leader in personality assessment

Effect Search i Sverige AB August 2010 –August 2012 Executive Search/Headhunting firm, specializing in executive recruitment Managing Director • Consolidated operations by dismantling some offices and focusing business in Göteborg & Stockholm. • Separated the recruitment of qualified professionals to the newly established sister company Scandinavian

Evaluation AB, SEVAL • Established new company profile and renamed from Effect Management Search • Hhired recruitment consultants and researchers to meet the new objectives • ~ 23% growth, 18,7 MSEK – 22,9 MSEK fiscal year 2010-11, EBIT ~ 5% SHL Group Sverige June 2004 – June 2010 Global leader in talent measurement offers employment testing tools and employee development assessment services. Sales of product portfolio containing concept solutions for HR managers to identify hire and develop their staff. Regional Sales Manager • Launched the sale organisation in Göteborg/Malmö, with own sales to new and existing customers and

employed then a team of 7 people including business developers and in-house sales coordinators. • Member of the Nordic Management Group (Nordic Sales) reporting to the VP Sales Nordic • 400% growth 2,8 MSEK to 14 MSEK from 2004 to 2010, TB1 ~ 73% • Key Account Manager for several global customers, including AstraZeneca, Trelleborg Group, IKEA &

Volvo Group

OstermanHelicopter AB November 2000 – June 2004 Sweden's largest helicopter company with helicopter locations in Östersund (ambulance, the liming of lakes

and other activities), Stockholm (Ambulance), Göteborg (the liming of lakes and other activities) Sales & Marketing Manager

Overall responsibility for sales and marketing • Member of the Swedish management team, involved in the senior management team at group level – the

Airlift a/s in Norway • P&L responsibility, reporting to the CEO, sales budget of 100 MSEK • Customer contract was signed with Vattenfall, Fortum, NCC, SVT (Broadcasting of Vasaloppet &

Stockholm Marathon), together with the county administrative boards for the mission to carry out the liming using helicopter. The construction of 3 G Poles using helicopter was another successful concept.

Poolia Sverige AB February 1998 – October 2000 Poolia was established in 1994 under the name of Ekonompoolen & Teknikerpoolen, renamed in 1997 to Poolia and is one of Sweden's largest players in the staffing and recruitment business. Poolia became a Plc. in 1999. Business Area Manager • Started up the business area ”Administrator staff” in Göteborg (administrators, customer service,

assistants). • Started by own sales and built up an internal organization on 6 people with over 130 temp staff in various

assignments within the Office administration segment in Göteborg. • As business area manager, P&L responsibility reported to the local MD and was member of the

management team of Poolia Väst. • Monthly invoicing of 3.5 MSEK to 4 MSEK, the fiscal year 2000 we forecasted a turnover of 40 MSEK

In 2000 I also started up branch office for Poolia in Varberg

SeaCat Sweden AB April 1993– February 1998 SeaCat were established in Sweden and Göteborg in the summer of 1993 as a challenger to market leader Stena Line on the route Göteborg-Frederikshavn in Denmark as the SeaCat fast ferry was nearly twice as fast as conventional ferries from Stena Line, the first summer (1993), we achieved a market share of 20 %. Team leader Sales • Manager in the sales department in Göteborg, depending on the season consisted of 20-40 sales

representatives • Duties included responsibility for bookings of passengers including travel, meals & hotel options.

Manager at departure and arrival of the fast ferry to Göteborg Several Field Sales positions August 1991 –April 1993 For example Electrolux Business School Volvo Car Corporation August 1989 – August 1991 Mounted different equipment into Volvo model 240

Education history

IHM Business School 2015 Operation management, part of a Master examination

IHM Business School 2013 Business Finance, part of a Master examination

IHM BUSINESS SCHOOL of Gothenburg 1999 – 2001 Certified DIHM Marketing Management Strategic & Tactical Marketing, Business Economics, Business Law Upper secondary school at Västerhöjdsskolan in Skövde 1987-1989 Internal sales & management educations Miller Heiman Strategic Selling, L.A.M.P, P.R.O.F.I.T.S and SPIN Selling Very good skills in English both verbal and in writing

Leisure activities Spending time with my family and running 30 km weekly

Additional Certified border member of Styrelseakademien in 2011,