Markus Larin Rosendahl

Board Member of scale up company in the "replacing plastics with fiber business"

Driving the Strategy and Business Development agenda and member of the Executive management team. Responsible for the Value Creation program initiatied by new PE owners in 2025. Lazer focused on speeding up the substitution of plastics to paper with the right strategy and profitable business for Nordic Paper Nordic paper is nische manufacturer of high quality Natural Greaseproof and Kraft papers.

• Axcela Consulting AB specializes in Strategy, Business and Transformation consulting. • We usually work with companies that are in need of major change and / or heavy growth. We offer a combination classic management consulting & interim assignments within the Strategy and Transformation agenda. We value long-term relationships where we can be part of developing our customers' business with a customer centric approach. Examples of typical areas we work with in collaboration with our clients: • Strategy development and execution of strategic programs and implementations • Design and implementation of change programs including digital transformation • Strategic positioning and marketing strategies • Organizational design and governance models • Product/service strategy and product/service development • Design and implementation of new business models Current engagement: Strategic programs Director for Automotive OEM National sales company. Focusing on transforming the retail network to changing technology landscape as well as rapidly evolving customer needs and behaviours

Stoneridge is a leading tier 1 supplier to all major Commercial Vehicle OEMs I headed the Strategy function within the Electronics division and reported to the President and a was a key member of the LT. I was responsible for our strategy, strategic planning and product roadmap creation. This included market- and competitive analysis to define the strategy as well as secure execution through M&A-, divest and/or restructuring projects as well as other cross-functional projects enabling our strategic direction. A key focus of mine was to orchestrate; true customer needs (VoC) understanding, definition of the different market segments, and what we shall communicate to win in these segments. This was one of my major achievements in turning the company from a reactive RFQ receiver to a pro-active company focusing on understanding future customer needs and trends and how we can assist our customers to bridge those and turn it into joint opportunities. Support and challenge the thinking of the VPs of different segments and Sales was another key component of my role which I truly enjoyed. To be successful I had to balance challenging and cooperating with various parts of our matrix organization and orchestrate major coordination activities. In summary, develop our strategy to achieve the growth ambitions and making the change happen to create sustainable value was the essence of my job. Key achievements: -Establish a solid structure for capturing, analysis and insights of market, customer, and competitive information -New strategy definition and implementation; from component manufacturer to a vehicle system, solutions and services provider -Instill a new way of operating by putting the VoC in center of everything we do -Transforming the way the organization operates through various transformation programs and org changes to enable the new strategy e.g. - Moving serial production to China and closing our office in Ireland during Covid successfully

Project examples: Improved customer experience for leading grocery retailer based on customer needs The client wanted to improve their customer experience to match the customer needs. Me and my team conducted a few customer surveys to understand the customer needs in terms of information needs when shopping. This resulted in a new framework for What is being communicated Where and in Which channel (physical and digital). Market Strategy in the Steel industry. The company had lost 50% of its revenues over the last couple of years and needed a new and more focused Market Strategy. Markus and the team conducted a bottom-up and top-down mapping of the global market to find the white spots, identified sales battles and enablers to deliver on the identified potential. The potential was broken down to each ASM and a follow-up tool and relating process was implemented New loyalty program and improved customer experience at a leading retailer The client wanted to update its loyalty program and improve its customer experience to adapt to the evolving digital landscape. They wanted to strengthen loyalty behavior across their OPCOs and pursue opportunities enabled by the large amount of purchase data across OPCOs. Significant time were spent on analyzing market and consumer trends to create a future proof program and customer experience Pricing and SW sales transformation for telecom equipment manufacturer Introduction of a new business model for SW sales by introducing a SW subscription model and repackaging of the product portfolio to fit customer needs better. New payment models were also introduced to support more recurring and predictable revenue. I lead the analysis and design activities as well as managed the implementation towards the regions and customer units Introduction of market based pricing for a telecom company The client experienced a very scattered pricing picture since they lacked a structured pricing logic.

As a Senior Business Developer I took on strategic enterprise wide projects which involved collaboration with both local/lower level as well as management teams and group management team. My focus were on increasing profitability through two initiatives; introduce market based pricing and clarify customer offering and hence our position on the market

As a Manager and during the majority of my Senior Consultant time I have had the project manager role, managing 1-5 consultants. My projects have been characterised by high complexity, global scope, heavy analysis sections, tight deadlines and high quality deliveries. My project portfolio consist of projects focusing on organisation and operating model design, market strategy, business plan development, market positioning, cost cutting, process redesign and finance strategy and SSC projects in several industries including automotive, manufacturing, public and retail. I have also been a line leader in a client organisation when I had a chief Controller/organisation development role during 6 months. Internally I have been responsible for setting up our analysis centre in India during a 3 months assignment, coordinated a few Point of View studies and mentored 3 junior colleagues’ development in the firm. Project examples • Analysis, design and implementation of aftermarket strategy for a heavy machinery manufacturer. Including design of portfolio offering and insurance solutions for Customer Support Agreements. A new operating model and organisation structure was also designed in order to cater for the new strategy. Managing a team of 2-5 consultants during 14 months • Preparation for sell-out of a government owned company; thorough analysis of business opportunities and countries for further expansion as well as analysis of risks and consequences on the market. Managing a team of 2 consultants during 2 months • Market strategy and business process reengineering at a flexible staffing company. The new targeted market positioning required a change to the organisation structure, processes and roles and responsibilities. Project manager for 1 consultant. 2006 - 2008: Consultant 2008 - 2010: Senior Consultant 2010 - Manager

Intern at H&M. The purpose with the internship was to find future corporate leaders among the interns. I analysed last year’s sales, planned coming purchases and developed new strategies in order to reach the sales targets. I learned how a purchase office operates, how different analysing methods can be applied on sales, and how a multinational company can operate.