Göran Arvidson
Plus aucun poste en cours
Profil
Göran Arvidson is the founder of Biovitrum AB.
He worked as a Controller at Procordia AB from 1988 to 2017.
He was also the Vice President and Head of Corporate Strategy at Swedish Orphan Biovitrum AB from 2012 to 2017.
Additionally, he served as the President and CEO of Hansa Biopharma AB from 2015 to 2017.
Arvidson received his undergraduate degree from Stockholm School of Economics.
Anciens postes connus de Göran Arvidson
Sociétés | Poste | Fin |
---|---|---|
SWEDISH ORPHAN BIOVITRUM AB | Corporate Officer/Principal | 28/11/2017 |
Biovitrum AB
Biovitrum AB Miscellaneous Commercial ServicesCommercial Services Biovitrum AB develops and sells specialist pharmaceuticals that improve people's lives. The company's business goal is to create a pharmaceutical company with long-term profitability through the international launch and sale of in-house developed products. Research expertise and capabilities are focused on development and production of biotechnology therapeutics within the prioritized areas of hemophilia, inflammation/autoimmune diseases, cancer supportive care and malabsorption. The company was founded in January 2001 and is headquartered in Stockholm, Sweden. | Founder | 28/11/2017 |
Procordia AB | Comptroller/Controller/Auditor | 08/11/2017 |
HANSA BIOPHARMA AB | Chief Executive Officer | 08/11/2017 |
Swedish Orphan International Holding AB
Swedish Orphan International Holding AB Pharmaceuticals: MajorHealth Technology Swedish Orphan International Holding AB is an international group with its head office in Stockholm, Sweden. The original company was formed in 1988, taking as its starting point the US Orphan Drug Act of 1983. In 2004, the company was acquired by a consortium consisting of Investor Growth Capital, Skandia Investment and the management of Swedish Orphan International AB. The operating companies are Swedish Orphan International and its subsidiaries in Europe and Japan. The organizational structure is primarily based on a logistical perspective. In order to reach patients in emergency situations, regardless of where they are, it needs an extensive organization with strong local roots and the ability to see things in a larger perspective. The better and broader its partnerships, the more effectively the firm can work and the greater the synergies that it can achieve between the various markets. | Director of Finance/CFO | 03/06/2010 |
Formation de Göran Arvidson
Stockholm School of Economics | Undergraduate Degree |
Expériences
Fonctions occupées
Relations
Relations au 1er degré
Entreprises liées au 1er degré
Homme
Femme
Administrateurs
Exécutifs
Sociétés liées
Sociétés cotées | 2 |
---|---|
HANSA BIOPHARMA AB | Health Technology |
SWEDISH ORPHAN BIOVITRUM AB | Health Technology |
Entreprise privées | 3 |
---|---|
Procordia AB | Health Technology |
Biovitrum AB
Biovitrum AB Miscellaneous Commercial ServicesCommercial Services Biovitrum AB develops and sells specialist pharmaceuticals that improve people's lives. The company's business goal is to create a pharmaceutical company with long-term profitability through the international launch and sale of in-house developed products. Research expertise and capabilities are focused on development and production of biotechnology therapeutics within the prioritized areas of hemophilia, inflammation/autoimmune diseases, cancer supportive care and malabsorption. The company was founded in January 2001 and is headquartered in Stockholm, Sweden. | Commercial Services |
Swedish Orphan International Holding AB
Swedish Orphan International Holding AB Pharmaceuticals: MajorHealth Technology Swedish Orphan International Holding AB is an international group with its head office in Stockholm, Sweden. The original company was formed in 1988, taking as its starting point the US Orphan Drug Act of 1983. In 2004, the company was acquired by a consortium consisting of Investor Growth Capital, Skandia Investment and the management of Swedish Orphan International AB. The operating companies are Swedish Orphan International and its subsidiaries in Europe and Japan. The organizational structure is primarily based on a logistical perspective. In order to reach patients in emergency situations, regardless of where they are, it needs an extensive organization with strong local roots and the ability to see things in a larger perspective. The better and broader its partnerships, the more effectively the firm can work and the greater the synergies that it can achieve between the various markets. | Health Technology |