What is the biggest internal challenge in this transition: responsibility, pace of decisions, expectations of the environment, or something fourth?
The biggest challenge in the transition is the balance between high expectations and the need to make long-term and sustainable decisions. Responsibility towards employees, brands, and the market is great, but I believe that a leader must maintain calm and clarity of focus. The pace of decisions is important, but it is even more important that decisions are based on data and experience.
What is it like to lead a company whose brands are a symbol of a society? How does that change the way you make decisions?
Leading a company whose brands are part of the identity of a society means having an additional dimension of responsibility. Decisions are then not only business - they are also emotional because they affect consumer trust that has been built over decades. This means that every change must be carefully planned, with respect for tradition, but also a clear orientation towards the future and modern consumer habits.
What priorities do you see for Klas and Sprind in the next 12–18 months (strategically, operationally, and people-wise)?
The strategic focus will be on strengthening the market position through innovation and expanding distribution, while preserving the quality that is the foundation of the Klas and Sprind brand. Operationally, the priority is process optimization, digitalization and increasing production efficiency.
People-wise, I consider investing in employee development and strengthening organizational culture to be key - because without a motivated and competent team, there is no long-term success.
How do you balance innovation and tradition: where is tradition preserved without compromise, and where must it be modernized?
Tradition is preserved without compromise when it comes to product quality, recipes and core brand values. This is the foundation of trust.
Modernization is necessary in processes, packaging, communication with consumers and distribution. The market is changing, and innovations allow tradition to remain relevant for new generations.
What in the AS Group most “built” the managerial instinct that you use today?
Working in the AS Group taught me the speed of adaptation, discipline and the importance of teamwork. I would especially highlight the culture of responsibility and focus on results. I use that experience today in making decisions that must be both courageous and sustainable.
