Absolent Air Care Group is a global provider of advanced air filtration solutions, operating across Europe, North America, and Asia. The company delivers filtration systems to the manufacturing industry, where processes such as welding, grinding, and machining require clean and safe air, as well as premium ventilation solutions for commercial kitchens and world-class restaurants. With an annual revenue of approximately SEK 1.4 billion and several leading global industrial companies among its customers, Absolent Air Care Group is in a phase of both growth and transformation.
When the company needed an experienced CEO to lead it through a critical transformation, the board turned to Nordic Interim. Their choice was Henrik Norlén, an industrial leader with more than 30 years of international experience from companies such as Tetra Pak and Mettler-Toledo. His mission: to stabilize operations, accelerate sales, implement a decentralized organizational model, and prepare the company for a new permanent CEO.
We met with Henrik to discuss leadership under pressure, the art of building trust quickly, and what it truly means to serve as an interim CEO.
Henrik, can you tell us about your background and what led to the assignment at Absolent?
“My career has largely been shaped by Tetra Pak, where I spent 22 years in a variety of international leadership positions. During that time, I had the opportunity to lead businesses in places such as the United States and Singapore, while managing teams located across the globe. I later held global responsibility for the food & beverage business within one of Tetra Pak’s divisions. It was an environment that gave me extensive experience in driving transformation and change management within complex international organizations.
After that, I joined Mettler-Toledo as Managing Director for the UK business, part of a Fortune 500 company listed on the New York Stock Exchange. I was responsible for the division focused on the global market leader in metal detection technologies, a decentralized operation with manufacturing sites in both the United States and China and customers worldwide. It was another chapter of leading in a demanding and complex environment.
At the end of 2024, my family and I decided to move back to Sweden. I started my own company, took on mentoring assignments, and studied AI at Luleå University of Technology. It was an intentional pause – an opportunity to reflect and prepare for the next step. That step came sooner than expected when Nordic Interim contacted me in April 2025 to ask whether I would be interested in serving as Interim CEO of Absolent.”
This was your first interim assignment. What was your initial reaction?
“I had never come across interim management before and did not really know what it meant in practice. Initially, I was cautious in my discussions with Nordic Interim.
However, my collaboration with Clara Scherman gave me the confidence I needed. She was a stable and highly professional partner throughout the entire process, and the assignment exceeded my expectations in every way.”
What was the situation like when you stepped in as Interim CEO?
“The company was going through a period of significant change that required decisive and clear leadership. Board member Joakim Westh, who co-founded the company in 1993 and continues to play a very active role in the business, was serving as acting CEO when I joined.
It was important for me to quickly form my own well-founded view of the situation, beyond the perspective presented by the board. That is why I immediately began an intensive period of travel across several of our international markets. Meeting employees on-site provided invaluable insights that cannot be gained from reports alone. Leading a global organization requires presence and an understanding of local conditions.”
How would you describe your leadership approach, particularly when balancing commercial objectives with organizational well-being?
“My leadership philosophy rests on two pillars that must be balanced: strong commercial focus and a deep commitment to organizational stability.
I believe in maintaining a clear commercial focus at all times. That means having the courage to make active choices, prioritize effectively, and concentrate resources where the greatest potential exists. Doing so not only creates results but also generates positive momentum that drives the entire organization forward.
At the same time, a leader’s most important responsibility is to provide calm and confidence, especially during periods of change. For me, clear, consistent, and transparent communication is essential. Employees need to feel there is a clear direction and trust that leadership is stable.
Another important principle is to be honest and specific about challenges. I avoid generalizing problems because doing so can create unnecessary concern. By addressing difficulties where they actually exist, we can focus our energy on what we can influence and find constructive solutions.”
Can you describe your approach to leading and supporting local organizations, especially when facing challenging market conditions?
“My fundamental principle is that solutions to local challenges are usually found locally.
When a specific market encounters obstacles, it is critical to quickly identify what the local team can influence. This may involve being flexible and adapting local strategies rapidly, or reallocating resources to ensure we have the right expertise and focus where it is needed most. It requires the courage to make difficult priorities and, at times, pause less critical initiatives to free up energy for what will have the greatest impact in the short term.
Another essential element is trusting and developing local leadership. I see my primary role as that of a coach and strategic sounding board, rather than someone who simply reviews results. It is about providing local leaders with the tools and confidence they need to lead their teams, prioritize effectively, and grow the business based on their unique market conditions. When local leaders feel empowered and have a clear mandate, they are best positioned to navigate difficult situations.”
How do you build trust within an executive team when everyone knows you are there for a limited period of time?
“By listening and remaining humble.
It is essential not to position yourself as an all-knowing expert arriving from the outside. I visited local businesses and many customers, listened actively, and demonstrated a genuine desire to understand both the business and the people who drive it every day.
Documentation also played an important role – not only for reporting purposes, but to ensure a shared understanding of what had been done, what had been decided, and what was expected moving forward.
I held regular review meetings with the board and participated in a formal evaluation after 60 days. Joakim Westh served as my primary point of contact with the board, and early on we established a shared understanding of priorities and expectations.”
What does the ideal collaboration between an interim CEO and a board look like?
“It is built on personal relationships and mutual trust.
I had the opportunity to meet several board members during the recruitment process, which proved highly valuable. Establishing relationships before the first formal board meeting creates better conditions for a constructive partnership.
Clarity is essential in every interaction. You need to be honest about what is realistically achievable within the timeframe of an interim assignment and equally clear about what you choose not to prioritize.
I always aligned with the Chair of the Board both before and after meetings. Absolent has a highly experienced and capable board, which sets high expectations but also provides strong support.”
You have now handed over the CEO role to Peter Unelind. How did you manage that transition?
“The handover was a key priority during my final months in the role.
Together with HR, I developed a structured onboarding plan for Peter. I also conducted performance and development discussions with my direct reports, providing honest and constructive feedback, which I documented and passed on to him.
We visited several business units together and participated in a joint board meeting to ensure a smooth transition. What is particularly encouraging is that we share the same view regarding the company’s goals and the path forward.
I hope the work we invested during the transition period gave Peter a strong platform from which to lead. In addition, I remain with the organization as Interim Chief Growth Officer, focusing on both organic and acquisition-driven growth. This allows me to continue contributing as a sounding board and to ensure continuity in ongoing strategic initiatives.”
What will you take away from your experience as Interim CEO?
“Above all, it confirmed that it is possible to make a substantial difference in a relatively short period of time. It is rewarding to see the organization continue to build on what has been implemented.
As an interim manager, the objective is not to solve everything yourself and then disappear. The goal is to create long-term value and leave behind an organization that is stronger and more capable than when you entered.
It also requires setting your ego aside. You are there for the assignment and for the organization – not for your own career.”
Finally, when should a company consider bringing in an interim manager?
“Interim management is an excellent solution in several situations, for example, when a recruitment process is taking longer than expected, when specific expertise is needed for a limited transformation period, or when the business requires immediate and experienced leadership.
It is not only a solution for acute crises. It is also a way to maintain momentum and ensure continuity during periods of transition.
In my experience, many companies wait too long. Had they acted earlier, they could have maintained their pace and avoided unnecessary losses of time, energy, and money. The decision to bring in an interim manager should be made proactively – not as a last resort.”
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