Alexander von Nandelstadh is one of the pioneers of the interim industry in Finland. He has more than 20 years of experience in finance leadership roles across various sectors, from industrial and technology companies to service businesses and private equity-backed organizations – many as an interim CFO. He has worked as an interim executive in more than ten companies across Finland, Sweden, and Russia.
Alexander’s approach can best be described as highly pragmatic:
“The focus must be on what moves the business forward – and on ensuring that value is created from day one.”
A turning point
After a long career in banking and at Nokia, the starting point of his interim career came in 2013. Alexander seized an interesting opportunity that took him to Moscow and into the world of tech startups for a company developing software for the TV industry with a promising outlook.
Then the world changed quickly. In early 2014, following the annexation of Crimea, risks increased significantly, and the company’s international expansion opportunities collapsed overnight. The conditions for continued collaboration no longer existed.
This marked the beginning of his diverse interim career, during which he has taken on multiple assignments across various industries, collaborating with interim service providers such as Nordic Interim. The role of these providers becomes particularly important in situations where companies need an experienced professional quickly, and finding the right expertise requires a strong network and a deep understanding of the client’s true needs. For Alexander, an interim career has also brought experience in demanding transformation projects, IPOs, carve-outs, distressed situations, and corporate transactions.
“Value must be created from day one”
Alexander does not believe in ready-made templates. Every company and situation is different. That’s why the first days are spent listening, asking questions, and observing: What is the company’s real situation? Is there a willingness to change within the organization? What has been overlooked – or left unsaid?
A true understanding of the situation is not built solely on numbers, but on people and the dynamics between them. At the outset, it may feel like everything is urgent, with multiple fires being put out simultaneously. That is precisely when it is crucial to pause, structure the big picture, and identify what truly matters.
A situation analysis must be built quickly and presented realistically to management and the board – openly addressing both challenges and risks.
A pragmatic approach – and bringing people along
Alexander describes his way of working as pragmatic. He does not produce reports for the sake of reporting but focuses on what truly impacts the business. Challenges often relate to reporting and monitoring processes or organizational capabilities.
However, analysis alone is not enough. For Alexander, it is essential to translate insights into concrete actions: “Changes must be justified with data, but it is just as important to get the entire organization on board.”
This is where the essence of leadership becomes clear. Trust is not built on numbers alone, but on openness and communication. Difficult issues must also be addressed directly.
“When people understand why changes are being made, commitment follows,” he explains.
Impact is visible in both numbers and people
One of his most memorable assignments involved preparing a restaurant company for an IPO. In that project, not only the financial readiness stood out, but above all, the company culture:
“The employees were genuinely proud of their work, and it showed in everything they did. In that kind of environment, change can be implemented successfully. It’s one of the projects that I remember well.”
Not all assignments are alike. Often, an interim executive enters an organization where direction is unclear and pressure is high. The company may be going through significant transformations, layoffs, business refocusing, or structural reorganization.
It is in these situations that the interim leader’s role becomes especially clear. It is not just about numbers or plans, but about presence, clear communication, and the ability to move the organization forward – often during uncertain times.
Driven by new situations, new people and continuous learning
Alexander is primarily driven by three things: new situations, new people, and continuous learning.
“As an interim, nothing is permanent – and that’s exactly why it develops you. Every assignment brings something new and an opportunity to look at things with fresh eyes.”
Ultimately, success is not only reflected in numbers or executed plans. It is felt in the moment when the client pauses and says that this truly has made a difference.
The essence of interim leadership
For Alexander, interim leadership means constantly moving between new situations and people. Every assignment is different, and every new organization offers something to learn.
The three words that define interim leadership for him are: openness, agility, and flexibility. Yet, behind them lies decisive factors: the ability to step into a new situation, take responsibility, and get things moving.
Alexander von Nandelstadh is not one to settle down – quite the opposite. He is driven by constant movement, new challenges, and the opportunity to dive into new assignments again and again.
“Interim work forces you to see things as a whole – not as numbers or processes, but as a business, as people, and as decisions with real impact. This is why you grow more broadly than any permanent role. Every assignment leaves you with something: a new perspective, a better way of working, or a deeper understanding of what truly drives a company forward.
In the end, it’s not just about what you achieve – but about what you leave behind. When the organization is clearer, stronger, and better prepared for the next phase, that’s when you know you’ve succeeded.”
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