When Cabonline’s COO went on parental leave, the company faced a challenge: ensuring continuity while also driving strategic development in an industry undergoing rapid change. The solution came in the form of interim COO Børre Kleivan, who – despite lacking prior experience in the taxi industry – quickly proved to be a catalyst for positive transformation. The result was a stronger organization with a clear path forward. The assignment was a collaboration between Incepto in Norway and Nordic Interim in Sweden.
An industry in transition demands new perspectives
The taxi industry in Norway has gone through major upheavals in recent years, particularly with the rise of platform companies such as Uber and Bolt. Børre says that the industry initially seemed slow-moving, but he encountered an impressive professionalism at Cabonline – a Nordic organization that is the market leader in Sweden and has a significant presence in both Norway and Finland.
Hasse Nyström at Cabonline, emphasizes:
“Børre essentially had two assignments – ensuring operations during the COO’s parental leave while also contributing to business development and commercial strategy. He delivered solid analyses that our Head of Business Development greatly appreciated.”
The approach: Analysis, communication, and trust
Børre’s role extended beyond maintaining operations. He was given a broader mandate to analyse the Norwegian market and craft a strategy for the future. The goal was to strengthen Cabonline’s position in Norway, where it is not the market leader.
He began with a comprehensive 360-degree analysis of the Norwegian organization to identify weaknesses and opportunities. His background in the service industry – where customer experience and standardized products are critical – proved invaluable.
Hasse Nyström, Head of Nordic Operations, describes the value of Børre’s perspective this way:
“It was valuable to have an outsider’s perspective – with questions and challenges that made us think in new ways.”
A central part of Børre’s strategy was strengthening collaboration across the organization. He prioritized:
- Open communication: Building strong relationships both with commercial departments and internally.
- Engagement with drivers: Attending training sessions and holding town halls to understand their needs and communicate the company’s vision.
- Asking why: Encouraging openness to change and development rather than simply following routines.
- Accessibility and attentiveness: Being present and listening.
- Learning from the Nordics: Transferring experiences from Sweden and Finland.
Hasse adds:
“Børre is a major driving force and highly sociable. He gained strong trust within the organization and could speak with all parts of the company. For headquarters in Sweden, he also became a valuable channel for understanding the Norwegian business.”
Results and the road ahead
During Børre’s assignment, several initiatives were launched that contributed to positive outcomes, including improvements in punctuality, customer satisfaction, and EBITDA. While nine months is a short timeframe in such a dynamic industry, a solid foundation was built for the company to continue developing.
The organization is now better equipped to gain market share, with a clearer understanding of the role of technology and the importance of effective communication – both internally and externally.
The value of interim leadership and a smooth handover
Børre emphasizes that interim leadership is about quickly adapting to new environments, explaining the “why,” and building on the knowledge already in place. The handover to the returning COO was carefully planned and executed with the steering group in Sweden. Projects were documented and anchored, leaving the organization less vulnerable and well prepared to move forward.
Hasse sums up the collaboration this way:
“It has been a real pleasure to work with Børre.”
Børre Kleivan himself summarizes the assignment in three words: openness, trust, and a shared will to win.
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