When you joined Electrolux, the company was dealing with the aftermath of a reputational crisis. How did you end up in that role?
I joined Electrolux in September three years ago. At the time, the company had just been hit by a fine from the Office for the Protection of Competition. The entire leadership team had been dismissed for long-term price manipulation. The company received a record-breaking fine – it damaged both the brand and team morale. We dropped from first to third place in the market, and more importantly, the office atmosphere was filled with distrust and frustration – energy levels were at rock bottom. I was in a different business then but looking for a change, a challenge. When I got the call, I thought – why not give it a shot?
How did it feel taking over the team in that state?
Honestly? If I’d known what I was walking into, I might have thought twice. But at the same time, I told myself – if I make it, I’ll have earned it. If not, maybe I didn’t deserve the chance. I believe people grow the most when they’re allowed to fail. It’s about how you get up and what you do next. I was given a chance, and I did my best to make the most of it.
What was key to rebuilding the team?
Openness. Trust. Opening not just offices, but minds. Previously, people were shut away in small offices, and rather than working together, they were often throwing obstacles in each other’s paths. Marketing blamed sales, sales blamed marketing. Today we have an open space where people meet, talk, help each other. We work 50/50 from home and the office. You know what I often hear in interviews? “I heard the atmosphere here is really good.” That makes me happiest. No competitor, no matter how good the offer, can match that.
How do you know the team is working well?
When people look forward to work. When they spend time together outside of meetings. When they’re not afraid to speak up. When they support each other. My sales director is a tough guy, knows how to slam his fist on the table, while I’m more of the “good cop.” We complement each other well and give people space and feedback. If someone’s not a team player, there’s no way around it. We can try working together, but if it doesn’t work, we can’t force it.
At one point you used the phrase “wearing the company T-shirt.” What does that mean to you?
It’s a metaphor for belonging. When someone works for a company but doesn’t want to identify with it, that’s a problem. I want people to be proud of Electrolux. I recently visited an Alza store where we have a branded display, and our brand ambassador was standing there wearing an Electrolux T-shirt. He told me, “I’m proud to work here.” That’s it. That’s the moment you know it all makes sense.
You have experience with the Reason for Being program, which you’re now launching at Electrolux. What caught your attention about it?
I first came across it at an Arthur Hunt breakfast event. It wasn’t just another training. It was about finding personal purpose. At the time, my business partner and I were thinking about how to further develop our top management team – six people with various team sizes and motivation levels. And I believe that someone who knows their “reason for being” can move forward – not just in the company, but in life.
How will the program work in practice?
We’re starting with individual sessions and then meeting for a joint offsite workshop. Some will open up more than others. But the goal is to create a shared language and culture. In the end, I’d love for us to come up with something like our company totem – something we can return to when we’re unsure of our direction.
Are you planning to involve the wider team?
We’ll see. I don’t want to force it from the top down. If it proves impactful, we’ll happily open it up further. It can naturally connect to other programs – like the New Gen Academy, where we’re nurturing younger talent.
Speaking of New Gen Academy, what appealed to you about it?
In the past, Electrolux didn’t focus much on internal development of young people – we mainly hired experienced professionals from outside. But now we’re seeing that we have amazing young talent. They just need a chance. The academy gives them tools, guidance, and trust. I see it as an investment – if we help them grow now, they’ll either stay and strengthen the team, or move on and remember us fondly. That’s a win either way.
How is the younger generation different from the previous ones?
They’re not just looking for security or money. They’re seeking meaning, opportunities, and the ability to make a difference. They also want to be heard. If a company can’t listen to them, they’ll leave. But if it can, they can become a powerful driving force.
What do you enjoy most about working with people?
Seeing them grow. Watching someone who was lost suddenly find their direction. When someone comes to you and says, “Thanks for believing in me.” Those are the moments that fulfill me the most.
What shaped you as a leader?
My first boss at L'Oréal. She was strict, demanding – kind of like Miranda from The Devil Wears Prada. But she taught me the most. And later, a Norwegian colleague gave me trust and space to build a company from scratch. That combination of high standards and trust – that’s what I believe great leadership is about.
What principle have you carried through your entire career?
Giving people a chance. And being fair when they don’t take it. Being transparent, setting expectations, offering feedback. Don’t punish people, but don’t leave them in the dark either. Transparency is key.
If you could give one piece of advice to someone just starting out, what would it be?
Don’t look for the perfect plan. Look for people who inspire you. If you find a team where things click, everything else will follow.
How would you rate your cooperation with Arthur Hunt?
I like their human approach. They don’t sell ready-made solutions. They see the company as a living organism. They know how to listen, think, and work with both data and emotion. To me, that combination makes sense.
What would you say to a leader considering whether to introduce Reason for Being or New Gen Academy in their company?
If you want to grow yourself and your team and don’t know where to start – start with purpose. Reason for Being isn’t just an exercise. It’s a way to understand why you get out of bed in the morning. And once you know that, you can inspire others, too.