A conversation with Interim CEO Peter Viinapuu on leadership, change, and the benefits of Executive Interim Management
When Coor’s Group CEO left the company, the organization faced a critical situation, and there was no time to lose. Peter Viinapuu was first engaged as Interim CEO for Sweden. With extensive experience from SAS, MTR, and Cabonline, and a well-documented track record as a change leader, he became the catalyst Coor needed, soon taking on the role of Interim Group CEO. In this interview, Peter shares insights from the assignment, key learnings, and why Executive Interim Management is a powerful tool in times of change.
Coor is one of the Nordic region’s leading facility management providers. The company operates in Sweden, Norway, Denmark, and Finland, offering a broad range of services including cleaning, property management, catering, workplace services, and security.
Peter, you have a long career behind you – especially as an Interim Executive. Can you tell us a bit about your background?
“My plan was to become a veterinarian and study in Germany after my military service. But before military service, I worked loading luggage at Arlanda Airport and was offered a permanent position. That was the start of 26 years at SAS, where I held nearly every role except pilot and cabin crew. My last role there was leading the Swedish operations. I then became CEO and Group CEO at MTR, where we built Stockholm’s subway system from the ground up. That’s one of my proudest achievements – we improved all KPIs and were the first transport company to receive the ‘Swedish Quality’ award. After that, I launched commuter train operations and vehicle services and invested in high-speed trains for the Stockholm–Gothenburg route within MTR, before moving on to CEO of Cabonline – the largest taxi company in the Nordics. Next, I began working as an interim CEO, first at Infranord, then Green Cargo, and finally Coor, which I have now completed.”
Tell us about your assignment at Coor
“I started as Interim Country Manager for Sweden when that role became vacant. Soon after, I was asked to take over as Interim Group CEO when the previous CEO left. It was a great assignment – Coor is a well-run company with talented people and a strong culture. At the same time, there were significant challenges, even if gross margins were stable. We therefore launched a comprehensive cost-reduction program across administration and staff for the entire Nordic region.”
How do you drive such a change program without losing engagement in the organization?
“Transparency and speed. The worst thing for an organization is speculation and uncertainty. I follow the principle that ‘facts tend to limit free debate’. We began implementing measures immediately after the strategy was set – in close collaboration with the unions. Communication was critical: we used regular videos to continuously share what we know, what we don’t know, and what the next steps are.”
What advantages do you see in entering a company as an Interim Manager in such a situation?
“As an interim, you have experience but no historical loyalties. You see the organization with clear eyes. I’ve worked in people-intensive businesses all my life – SAS, MTR, Green Cargo, Cabonline – so I know how important it is to understand both people and numbers. But the most important role of an Interim Executive is to be a catalyst. Often the answers are already in the organization – your job is to help unlock them.”
“You have to do things properly;
otherwise, don’t do them at all”
You’ve carried out similar assignments before. What do they have in common?
“It’s striking how similar the challenges are, regardless of industry. It always comes down to clarity: clear goals, a shared understanding of the current situation, and breaking down the vision so that everyone knows what it means for them. And don’t forget to celebrate the small wins – it builds momentum.”
How did the assignment at Coor go?
“Already in the Q1 report, we could show that the effects of the measures were beginning to take hold. Ola Klingenborg, the previous Sweden Country Manager, has now taken over as permanent Group CEO. It feels perfect to hand over at a point where change has started to take hold.”
What is your most important advice for companies considering engaging an Executive Interim Manager?
“Don’t wait. If a vacuum arises – fill it quickly. With the right Interim Manager, you bring in someone who can immediately take control, understand the business, create clarity, and move the organisation forward. It’s not just a temporary solution – it’s a strategic investment.”
Peter Viinapuu describes his work as a combination of humility and determination, and it’s no coincidence that he is trusted to lead in critical situations.
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