Leadership Shifts in Nordic Corporations: A New Era Begins
June 4, 2025, 7:15 pm
In the fast-paced world of business, change is the only constant. Recently, two significant leadership transitions have occurred in the Nordic region, signaling new directions for Coor and Sandbäckens. These changes are not just reshuffles; they are strategic moves that could redefine the future of these companies.
First, let’s look at Coor. The company announced the resignation of Andreas Engdahl, its long-serving CFO and IR Director. After two decades with Coor, Engdahl is stepping into a new role outside the company. His departure marks the end of an era. Engdahl’s analytical prowess and strategic insights have been pivotal in shaping Coor’s trajectory. His absence will be felt, but the company is already on the hunt for a successor. This transition is crucial. It’s a chance for Coor to inject fresh ideas and perspectives into its leadership.
Ola Klingenborg, Coor’s President and CEO, expressed regret over Engdahl’s decision. Such sentiments are common in corporate farewells. They highlight the emotional ties formed over years of collaboration. However, Klingenborg’s focus is clear: the company must move forward. Coor’s mission remains steadfast—to create the happiest and healthiest workplaces in the Nordic region. This mission will guide the new CFO, whoever that may be.
Coor’s customer base is impressive. It includes giants like IKEA, Volvo Cars, and the Danish Building and Property Agency. These partnerships are not just business transactions; they are relationships built on trust and mutual benefit. As Coor seeks a new financial leader, maintaining these relationships will be paramount. The new CFO will need to navigate the complexities of these partnerships while driving Coor’s financial strategy.
Now, let’s shift our gaze to Sandbäckens. The company has appointed Fredrik Setréus as its new CEO, effective immediately. Setréus is not a stranger to the organization. He has been the CFO since 2021 and has played a key role in shaping the company’s financial landscape. His promotion is a natural progression, a testament to his capabilities and vision.
Setréus takes the helm from Christoffer Järkeborn, who will continue as Group CEO of Nimlas. This dual leadership structure is strategic. It allows Järkeborn to focus on broader group initiatives while Setréus zeroes in on Sandbäckens. The company is on a growth trajectory, aiming for SEK 5 billion in revenue and SEK 500 million in EBITA by 2027. This ambitious 5–50–500 strategy is not just numbers; it’s a roadmap for success.
Setréus’s background is impressive. He has held senior roles in notable companies like Skanska and Essity. His experience will be invaluable as he leads Sandbäckens into its next chapter. The company is part of the Nimlas Group, which has its sights set on expanding into new markets. This is not just about growth; it’s about positioning Sandbäckens as a leader in the technical installation industry.
The Nimlas Group’s strategy, dubbed “2–20–2,” aims for SEK 2 billion in EBITA and SEK 20 billion in revenue by 2029. This ambitious plan requires strong leadership and a clear vision. Setréus’s appointment is a strategic move to ensure that Sandbäckens aligns with these broader goals. His dual role as CFO until a replacement is found shows a commitment to continuity. It’s a balancing act, but one that Setréus is well-equipped to handle.
Both Coor and Sandbäckens are navigating uncharted waters. Leadership changes can be disruptive, but they also present opportunities. New leaders bring fresh perspectives, innovative ideas, and renewed energy. For Coor, the challenge will be to find a successor who can uphold its mission while driving financial performance. For Sandbäckens, Setréus’s leadership will be crucial in executing its growth strategy.
In the corporate world, leadership is like a game of chess. Each move is calculated, each decision has consequences. The success of these companies will depend on how well they adapt to change. The new leaders must not only understand their organizations but also the markets they operate in. They must be visionaries, strategists, and communicators.
As we look ahead, the focus will be on execution. Coor’s new CFO will need to quickly understand the company’s dynamics and maintain its strong customer relationships. Meanwhile, Setréus will have to rally his team around the ambitious goals set by Nimlas. The road ahead is filled with challenges, but also with potential.
In conclusion, the leadership transitions at Coor and Sandbäckens are more than just changes in personnel. They are pivotal moments that could shape the future of these companies. As they embark on this new journey, the business community will be watching closely. The success of these transitions will not only impact the companies involved but also the broader Nordic business landscape. Change is here, and it’s time to embrace it.
First, let’s look at Coor. The company announced the resignation of Andreas Engdahl, its long-serving CFO and IR Director. After two decades with Coor, Engdahl is stepping into a new role outside the company. His departure marks the end of an era. Engdahl’s analytical prowess and strategic insights have been pivotal in shaping Coor’s trajectory. His absence will be felt, but the company is already on the hunt for a successor. This transition is crucial. It’s a chance for Coor to inject fresh ideas and perspectives into its leadership.
Ola Klingenborg, Coor’s President and CEO, expressed regret over Engdahl’s decision. Such sentiments are common in corporate farewells. They highlight the emotional ties formed over years of collaboration. However, Klingenborg’s focus is clear: the company must move forward. Coor’s mission remains steadfast—to create the happiest and healthiest workplaces in the Nordic region. This mission will guide the new CFO, whoever that may be.
Coor’s customer base is impressive. It includes giants like IKEA, Volvo Cars, and the Danish Building and Property Agency. These partnerships are not just business transactions; they are relationships built on trust and mutual benefit. As Coor seeks a new financial leader, maintaining these relationships will be paramount. The new CFO will need to navigate the complexities of these partnerships while driving Coor’s financial strategy.
Now, let’s shift our gaze to Sandbäckens. The company has appointed Fredrik Setréus as its new CEO, effective immediately. Setréus is not a stranger to the organization. He has been the CFO since 2021 and has played a key role in shaping the company’s financial landscape. His promotion is a natural progression, a testament to his capabilities and vision.
Setréus takes the helm from Christoffer Järkeborn, who will continue as Group CEO of Nimlas. This dual leadership structure is strategic. It allows Järkeborn to focus on broader group initiatives while Setréus zeroes in on Sandbäckens. The company is on a growth trajectory, aiming for SEK 5 billion in revenue and SEK 500 million in EBITA by 2027. This ambitious 5–50–500 strategy is not just numbers; it’s a roadmap for success.
Setréus’s background is impressive. He has held senior roles in notable companies like Skanska and Essity. His experience will be invaluable as he leads Sandbäckens into its next chapter. The company is part of the Nimlas Group, which has its sights set on expanding into new markets. This is not just about growth; it’s about positioning Sandbäckens as a leader in the technical installation industry.
The Nimlas Group’s strategy, dubbed “2–20–2,” aims for SEK 2 billion in EBITA and SEK 20 billion in revenue by 2029. This ambitious plan requires strong leadership and a clear vision. Setréus’s appointment is a strategic move to ensure that Sandbäckens aligns with these broader goals. His dual role as CFO until a replacement is found shows a commitment to continuity. It’s a balancing act, but one that Setréus is well-equipped to handle.
Both Coor and Sandbäckens are navigating uncharted waters. Leadership changes can be disruptive, but they also present opportunities. New leaders bring fresh perspectives, innovative ideas, and renewed energy. For Coor, the challenge will be to find a successor who can uphold its mission while driving financial performance. For Sandbäckens, Setréus’s leadership will be crucial in executing its growth strategy.
In the corporate world, leadership is like a game of chess. Each move is calculated, each decision has consequences. The success of these companies will depend on how well they adapt to change. The new leaders must not only understand their organizations but also the markets they operate in. They must be visionaries, strategists, and communicators.
As we look ahead, the focus will be on execution. Coor’s new CFO will need to quickly understand the company’s dynamics and maintain its strong customer relationships. Meanwhile, Setréus will have to rally his team around the ambitious goals set by Nimlas. The road ahead is filled with challenges, but also with potential.
In conclusion, the leadership transitions at Coor and Sandbäckens are more than just changes in personnel. They are pivotal moments that could shape the future of these companies. As they embark on this new journey, the business community will be watching closely. The success of these transitions will not only impact the companies involved but also the broader Nordic business landscape. Change is here, and it’s time to embrace it.