Sofia, you have an exciting background from the food industry, in your latest role as CEO of HKScan Sweden, which has a turnover of approximately SEK 7 billion and more than 2,000 employees. You reported to HK in Finland in a male-dominated industry. What interesting challenges did you face in that role and how did you approach them?
Yes, the first and only woman in that position since Scan was founded in 1899. But I haven't reflected so much on that.
There were major challenges to face at HKScan, an inefficient, introverted, and bureaucratic group with weak profitability. But that also meant great opportunities for me to make a difference, to develop and modernize the business and the company.
With my background and experience, I had insight into the importance of creating an efficient, rational value chain that has its starting point in the commercial and clear value for the customer. That builds profitable growth.
I achieved a strengthened result for the Swedish business by setting clear goals and priorities, optimizing resources, and leading the organization by being present and engaged in business decisions from farm to table.
We also needed to develop the offering and be responsive to business opportunities in the market, such as responding to the demand for more sustainable meat production and better quality, and utilizing digitalization and new possible distribution channels.
Everyone, in a business, regardless of man or woman, has strengths and weaknesses and has something to contribute. I see it as the leader's task to have the ability to utilize employees' differences and strengths and make these strengths visible to other colleagues. That's how respect for each other and a positive and performance-oriented team were created.

Which of your previous roles are you most proud of and why?
I am proud that in my roles I have had the ability, strategically and operationally, to see what needs to be done to take the next step in the business to achieve good financial results.
I really enjoy changing and developing businesses for the better together with others - building value for customers, employees, and owners!
The fact that I am engaged, challenging, and action-oriented in my leadership style rubs off and creates energetic, driven, goal-oriented teams. I am proud that in my roles I have been able to inspire my employees, achieved good results together, and above all that we have had so much fun together!

Now you are changing course to work on boards 100%. You are already active in Kiviks Musteri and you are on your way into more assignments. What do you bring into the boardroom?
In recent years, I have been active on several boards. I contribute with the ability to combine strategic height while having a great understanding of how to drive business forward. This means that I am good at setting the long-term strategic direction and how to best get there, but can also guide the operational work.
I keep focus on the assignment and clearly see which choices, investments, and priorities need to be made to capture opportunities and solve the challenges companies face.
My experience of leading positions in both national and international businesses with different ownership structures and corporate cultures adds, and so does my breadth of experience from complex value chains, organizational structures, and stakeholder management. Important perspectives on a board.
Change and development start from the top, with a direction, decision, and energy to achieve the business's goals, I take that insight with me.