With a 25-year career forged in the building, construction, and factory industries, Odd Sund is a seasoned leader known for steering companies through significant change. Having held Managing Director roles at companies like Llentab and Ramirent Norway, he has built a reputation for delivering rapid, lasting results.

After initially joining Adapteo Norway as an interim Managing Director to tackle specific internal challenges, he has now taken the helm permanently, tasked with an ambitious growth agenda.

We met with Odd Sund to discuss his journey into interim management, the successful turnaround at Adapteo, and his vision for the future of modular buildings in Norway.

You have a long history in leadership roles, but what drew you to interim management?

“I’ve always been driven by fixing things and making a tangible impact. Throughout my career, even in permanent roles, I’ve rarely stayed in one company for more than a couple of years. I spent 11 years at Nordstjernan, but that involved moving between different portfolio companies, which was very much like being an interim manager. My first direct contact with the concept was at Ramirent, when we needed to hire an interim. I didn’t know much about it then, but once I understood the model, it resonated with me. I like the challenge of entering a new situation, diagnosing the issues, and driving a turnaround. It’s the need to deliver lasting results fast that excites me.”

How does being an interim manager differ from being a management consultant?

“That’s a crucial distinction. As an interim manager, you don’t just advise; you have the full responsibility, and you must execute the changes yourself. You are part of the team, hands-on, and accountable for the outcome. This is the way I want to work. I truly enjoy the variety of working with different companies, cultures, and challenges, and then seeing the direct results of your actions.”

What was the situation like at Adapteo when you joined as an interim Managing Director?

“Adapteo is a fantastic company and a leader in adaptable, circular modular buildings across Northern Europe. Its business model, focusing on renting out sustainable spaces for schools, offices, and healthcare, is incredibly relevant. However, here in Norway, there was a significant internal complexity between the sales and production departments. They were working in silos, not communicating or planning together effectively. This created friction and inefficiency, which ultimately hindered performance. With my background close to both sales and production in many previous roles, I was brought in to bridge this gap.”

How did you approach turning that situation around?

“To drive real transformation, you can’t just talk to the management team; you have to get to the heart of the operation. On my very first day, I went to the factory floor to speak with the people there and understand the core problems from their perspective. The key is to talk to the right people, define a clear common goal, and then set short, achievable milestones.

Of course, change is never without resistance. You have to get everyone on board for the journey, and sometimes it’s necessary to make tough decisions. I had to replace a few people in the management team who were not willing to adapt. It was an unfortunate but necessary step to unite the organization and drive the change we needed.”

What is the biggest difference in the organization now?

“The change is monumental. The biggest difference is that the sales and production teams now sit together every week. They work collaboratively, they call each other, and the dialogue has shifted from ‘What can you do for me?’ to ‘What can I do for you?’ We are now celebrating new contracts as a collective achievement; everyone is proud of the sales team’s success. Before, there was no sense of shared victory. The atmosphere is completely different, and it’s reflected in our results.”

Your interim assignment recently became a permanent position. What made you decide to stay?

“The new assignment is what convinced me. We have a strong growth agenda to double the business within the next three years. That kind of challenge excites me. Things are already going very well; even before summer, we will have finalized this year’s budget, which is a testament to the team’s new way of working. The market for Adapteo in Norway is vast, and there is huge potential across the country. My philosophy is that you need to be out visiting the customer, not sitting in the office, and that’s the culture we are building.”

What does the market potential in Norway look like?

“It’s immense. The need for flexible, high-quality buildings is strong, particularly from the public sector. We have a proven track record, having delivered flexible school buildings from Mandal in the south to Karasjok in the north. We’ve also undertaken large projects for major hospitals like Ullevål in Oslo and Kalnes in Østfold, and the Norwegian Armed Forces is a significant client. The demand is driven by the need for speed, sustainability, and adaptability, whether for schools needing more space, municipalities requiring temporary offices, or major infrastructure projects. Our circular business model, where buildings can be reused and repurposed, is both economically and environmentally sound.”

This was a cross-border assignment, facilitated by Incepto in Norway and Nordic Interim in Sweden. How was that experience?

“The cooperation has been great. Rolf Henrik Svendsen at Incepto is a good and very professional person who follows up diligently. We had a good, transparent dialogue throughout the process. He is down-to-earth, which is a quality I value highly. It was a seamless and professional experience.”

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