Dan Andersson

As Executive Director at Ernst & Young Restructuring and Turnaround practice my role is to lead critical and time bound client engagements and serve existing and new clients across continents. I have a 20 year professional career in of which the last 10 years I have been a turnaround executive. I primarily focus on automotive, oil & gas, retail and industrial manufacturing.

Restructuring and Turnaround Executive for Retail, Manufacturing, Automotive and Oil & Gas Industries. Interim C-Level Manager and CRO positions

Restructuring and turnaround managment, Interim Management

Executed carve out of €200m retail assets and support organisation in the Nordic Market Prepared and implemented 100 day plan for execution of support to sold assets by reorganizing the finance, supply chain and Information services delivery while operating at 16% market share.

P&L Responsibility for retail business unit with turnover of €1.7bn net income of €22m. Operated and led turnaround project of 400 JET COO of Branded retail outlets with a 10% market share in Germany. Responsible for sales of €2.5bn and a cost budget of €40m. Network achieved lowest breakeven cost benchmarked in industry

Led large-scale strategic improvement initiatives across the US, Europe and Asia/Pacific: Franchisee Partner image evaluation system deployed globally to become industry leader in customer service. Developed Convenience Store concept for retail stores in US and Europe.

Developed and implemented accelerated re-branding program for 13000 retail stores with new unified image for 76, Conoco and Phillips 66 brands for US Market. Achieved 50% less cost than previous retail trade image on c-stores and forecourts and a cost reduction of $260m

Led restructuring of network operations and field labour force of 125 stores in Colorado, Utah and Mid-West. Reduction from 1400 to 1150 employees and reduction of break even cost by 24% and increase in market share by 4%. Led divestiture project of non-profitable outlets from Texas and Oklahoma and rationalised supply chain operations. Led turnaround of unattended network in Mid-West, divested unprofitable assets

Developed Leadership programs at Corporate University. Led R&D consortium with London Business School, IBM and University of Bologna to develop advanced Employee Opinion Measurement Methods. Responsible for global roll out to 40.000 employees.

Developed strategic management process for European and Asian Business Units with focus on Retail, Supply Chain & Back office Support Services. Implemented Industry Benchmarks as basis for portfolio management and performance improvement initiatives for assets in Europe Led asset evaluation and financial modelling of options to exit business in Spain. Executed divestiture of business unit in Spain including structuring of deal with Italian merchant refiner. f

P&L responsibility for turnover of €600m and net income of €3m retail unit. Turnaround of the JET retail network in Denmark, improvement of breakeven cost and network throughputs. Divested non-cash contributing assets and re-deployed field force. Implemented back office functions into Swedish HQ. Project completed 6months ahead of schedule.

• Pioneered and established Jet’s presence on the Finnish retail market P&L responsibility for €500m turnover Expanded network to 6% national market share and +20% in target area. Highest market efficiency in industry.

Strategy , Operational Managment, Supply Chain Corporate Finance