Kristina Ohrnberg

Established and leading Reima’s Sri Lanka/SEA operations, building a high-performance team and ensuring full compliance with global standards. Site is responsible of global sourcing. Designed and executed long-term supplier strategies, driving continuous improvement in quality, cost, and sustainability across a diverse vendor base. Orchestrated risk mitigation initiatives in complex production geographies, ensuring business continuity and resilience. Strengthened global sourcing strategy by diversifying suppliers and minimizing geopolitical risk. Advanced Reima’s sustainability agenda, securing key certifications and embedding environmental and social compliance throughout the supply chain.

Directed end-to-end product strategy, aligning cross-functional teams to deliver market-leading, consumer-centric collections. Led the integration of 3D technology and process innovation, enhancing production flexibility and accelerating time-to-market. Leveraged market intelligence and analytics to identify growth opportunities, innovations and to optimize product performance, and drive profitability. Fostered a culture of innovation and accountability, mentoring teams to exceed ambitious business and sustainability targets. Share of sustainable products grew 300% Managed multi-million-euro budgets, ensuring cost-effective product development and resource allocation.

Responsible for the production and supply chain management for Halti garments. I have the overall responsibility for Halti Shenzhen office, schedule, sourcing, procurement as well as production factories. I negotiate and conclude agreements with our partners. Corporate responsibility and sustainability has always been close to my heart and it has been my responsibility to implement it to our everyday work and collections. For a two-year period I also had full responsibility for logistics, during these two years, the logistics were rearranged and we opened a HUB in Hong Kong resulting in major cost and time savings. Currently I’m in charge of import logistics. In July 2009 Halti quality department was founded in Shenzhen, first it consisted of four quality controllers, and later in 2010 Halti merchandise unit was transferred to our Shenzhen office. I have employed, coached and arranged the set-up of the company as well as introduced our work methods to our local staff. I travel about 90 days a year.

As a Product Manger I was responsible for developing and producing the biggest product group in Halti, Skiwear. Profitability, project schedules building the collection together with our designers as my main tasks. Other important tasks were price negotiations and technical support to sales as well as participating at fairs and customer meetings. During my time as product manager I was able to increase the sales of my collection (2006-2008) with 26%. My main task was to build the collection together with designers and to negotiate prices for our products. I visited our suppliers 4-6 times a year.

Collection responsibility, men’s wear Improving procurement and sales in order to improve margin and profitability Supplier choices and factory visit (China, India, Turkey, Portugal) budget planning and follow-up Marketing strategy for men’s product group