With a background at the Swedish Trade Council, now Business Sweden, in China, GE’s leadership program, and as Global Lead Manager Transactional Sales Parts & Repair at wind power giant Vestas, Rickard Danielsson has extensive experience in driving business development, sales strategy, and commercial initiatives in international environments. After many years in senior line roles, he chose to move into Executive Interim Management to gain variety, work in different types of organizations, and, at the same time, contribute to clear results in critical moments.

In our interview, Rickard shares his experiences from his latest assignment, the greatest challenges as an Interim Manager, and why companies increasingly bring in interim leaders to create change here and now.

Can you tell us about your background?

“I have a degree in business administration and started my international career at the Swedish Trade Council in China, then worked as a management consultant in Sweden. For a long period, I was with General Electric, starting in their leadership program and later holding various commercial roles with a focus on business development, sales strategy, and commercial governance. My most recent permanent role was at Vestas in Denmark, where I was responsible for the spare parts division – a business that served not only Vestas’ own wind turbines but also other players globally.

After many years in line roles, I felt a need for more variety and therefore chose to move into Interim Management. I saw a clear need among companies for leaders who can take on P&L responsibility, set a strategy, prioritize the right initiatives, and execute them. Often, there are plenty of projects on the table, but resources are not sufficient. As an Interim Manager, I can ensure that important initiatives are carried out here and now instead of being postponed.”

Tell us about your latest assignment

”My first assignment started in 2024 and lasted almost a year. The client had since 2015 tried to develop a value-based pricing model instead of the traditional cost-based one. Despite efforts from a consulting firm, the model had not been successfully implemented. I stepped in as Interim Pricing Director with the task of building a new strategy and model for value-based pricing. This included designing an organization that would work with pricing and initiating the recruitment of key people. My successor and the new team are now in place. Implementation is happening step by step, with ongoing adjustments based on analysis of how the prices perform. Our work laid the foundation for a sustainable structure that the company can now continue to develop.”

What are the greatest challenges in an interim assignment?

“One of the biggest challenges is creating alignment, both in the management team and further down in the organization. In this case, it was about getting product managers and other key people to understand the value of a completely new pricing model. Since the company had been unsuccessful in implementing the change for a long time, trust was low. It required a lot of work to build confidence, identify informal leaders, and win their support. Attentiveness, communication, and the ability to turn opponents into ambassadors are crucial.”

What do you appreciate most about working as an Executive Interim Manager?

“I enjoy the opportunity to quickly deliver results in a clearly defined role or project. The focus is sharp, the pace high, and the benefit for the company concrete. At the same time, I develop personally by entering different businesses, encountering new business models, processes, and cultures. It is both educational and stimulating.”

When is it most advantageous for companies to bring in an Interim Manager?

“When there is a need that must be addressed immediately. Instead of postponing a project due to a lack of time or resources, an Interim Manager can drive it forward without long-term fixed costs. It is also valuable when building a new function or business, where an Interim Manager can start, structure, and drive the work while the company takes the time to identify what permanent competence may be needed. This reduces the risk of bad recruitments, which can otherwise be both costly and damaging.”

How do you balance the need for quick results with long-term changes?

“I always work with a clear plan for the coming month, with concrete deliverables. At the same time, it is important to have integrity and ensure that the structures you build are sustainable in the long run. Not everything can be measured in immediate results – sometimes it is the long-term effects that make the greatest difference. Close dialogue with the client is therefore crucial to ensure alignment around both short-term goals and future value.”

What advice would you give to someone considering becoming an Interim Manager?

“You need to have a broad skill base combined with a clear area of expertise. In my own case, experience with budget and P&L responsibility has been very valuable. As a person, you must thrive in uncertain and stressful environments, be communicative, and be able to quickly build trust. It’s about adapting to new situations and not being too fixed in routines or maintenance.”

How do you recharge?

“I’m very active and like to try new things. My interests include triathlon, cycling, hunting, and sailing. I’m curious by nature and enjoy challenging myself in different ways.”

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