Stefan Karlsson is one of Sweden’s most experienced Executive Interim Managers in finance. Since entering the field of Executive Interim Management in 2011, he has completed a wide range of assignments across different industries. With 20 years of experience as CFO and Head of Finance, he chose to leave permanent positions behind in order to drive change, improvement, and development instead. The decision paid off immediately – just one week later, he landed his first interim assignment.
Recently, Stefan completed an assignment at SMD, a logistics company with 7,000 customers operating in an industry undergoing major transformation. Through Nordic Interim, he took on the newly created role of Interim Head of Accounting – a position the company wanted to test and develop. His assignment covered everything from organizational design and system procurement to reporting structures and close collaboration with the management team.
In our interview, Stefan talks about the assignment, the challenges of delivering results quickly, why companies increasingly turn to Interim Management – and why he has never regretted his decision to become an Interim Manager.
You began your career as an Executive Interim Manager back in 2011. What made you take the step?
I had held permanent roles for many years and saw a clear pattern: I thrived most in phases of change and when something new had to be built up. But when the business shifted into a maintenance mode, I lost energy. I wanted a fresh start in my career and decided to become an Interim Manager – and it only took a week before I received my first assignment. Since then, I’ve had the opportunity to work in various industries, meet new people, and be part of driving both strategic and operational matters in management teams. I have never regretted the decision – it’s incredibly rewarding.
Can you tell us about your most recent assignment at SMD?
“SMD was facing many changes, and their CFO needed to free up time for strategic issues. Since the company had become independent a year earlier, they wanted to test if there was a need for a new Head of Accounting role. I stepped into that position, taking responsibility for regulations, group accounting, reporting, and consolidation systems.
At first, I had an operational responsibility for staff, but soon it expanded into overall responsibility for the entire department. I worked closely with the CEO and management team and collaborated with Olof Nyberg, who was the Interim Business Strategist, also through Nordic Interim. Together with the CFO, I developed a new organizational structure for the finance function. I also procured a new consolidation system that is now being implemented.
The work further included monthly and annual closings, preparation of the annual report, and tax returns. I reviewed the existing credit policy and authorization rules and presented proposals for changes. By the time the assignment ended, we had laid the foundation and concluded that the role should become permanent. My successor is now in place, and I remain available for support – it’s important never to leave the client stranded.”
What was the biggest challenge in the assignment?
“To quickly build a clear picture of the current situation and identify the weaknesses. It’s about understanding the client’s problems and delivering solutions right away. As an Executive Interim Manager, you don’t get a honeymoon period – you must be productive and deliver results from day one.”
Why is Interim Management a solution for many companies?
“There are several situations when bringing in an Interim Manager is the right choice: during a critical vacancy, when facing major projects such as system changes, or when the CFO and management team need relief to focus on strategy. An interim manager is often overqualified for the role, which means you get more than you initially thought you needed. In addition, you avoid costly mis-hires – the interim manager can solve the problems while also paving the way for a permanent solution.”
How do you approach change management?
“It’s absolutely crucial to involve employees. I place great importance on explaining the current state, the goals, and the reasons why. By listening to the people affected by change, you can build trust and secure the organization’s buy-in. Attentiveness and communication are the keys to creating sustainable change.”
What do you do to recharge?
“I enjoy spending time in the archipelago – it’s the best form of recovery. I also work out at the gym and like to travel. This year, we’ve taken road trips to northern Sweden and Skåne, as well as sailing in Croatia. Just like in my professional life, I enjoy meeting new people and gaining new impressions.”
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