When a company faces change and development, leadership is required that both dares to ask the tough questions and drives change forward. Henrik Andréasson stepped in as interim CEO for Baltic Safety Products at an exciting time with the task of analysing the business, creating structure, and strengthening the conditions for growth. In this interview, he talks about the challenges, the power of the interim role, and why a call to him while he was on a sailboat became the start of one of his most exciting assignments.
Since its founding in 1977, Baltic Safety Products has had a clear mission: to improve safety for people on or near water. Today, the company is one of Europe’s largest manufacturers of life jackets and life vests, with sales in over 50 countries. After the previous CEO left, there was a need for someone who could secure operations and create a structure for the future growth journey.
We met Henrik Andréasson, who took on the role of interim CEO with clear leadership and a background that turned out to match the company perfectly.
What made you take on the assignment as interim CEO at Baltic Safety Products?
”Nordic Interim contacted me in the spring of 2024, and I was actually on my sailing boat when the call came – it felt right from the start. The company had just been acquired a few years earlier by JCE from the previous owner’s family that had run the company for over 40 years. There was a lot they wanted to develop, and I saw it as a challenging but exciting assignment to strengthen the business for the future.”
What were the main goals and responsibilities of the assignment?
”The goal was to quickly get an overview – an analysis of the entire company – and ensure there was a stable and scalable foundation for the upcoming growth journey and to work out a direction. The company is located in Älgarås, a small community, and many of the employees have worked there their entire careers. For many, it was a major transition after the ownership change and the previous CEO’s departure. So, first and foremost, it was about creating a calm and secure work environment through clear communication, presence, and transparency about what would happen.”
How did you build trust within the organization?
”I was on-site in Älgarås four to five days a week and participated in everything from the warehouse to production, factory and customer visits, and trade shows. Being visible in the business is crucial when stepping into such a specialized environment undergoing change. I wanted to get to know the people, understand the business, and connect with the team as quickly as possible. Then we worked together to update priorities, conduct a skills assessment, and began building a quality management system and developing the operational structure.”
What were the biggest challenges you faced during the change journey?
”Combining the pace of change with trust-building. We needed to continue driving sales, developing quality work, product planning, and strengthening the internal processes. It became a significant transformation in a short time, and it’s not uncommon that an Interim Manager may not be the most popular person at all times – but change often requires making tough decisions.”
What are you most proud of having accomplished during your time at Baltic Safety Products?
”That we strengthened the foundation and created a better starting point for growth. We increased revenue, strengthened quality work, developed internal processes, and strengthened operational work. We conducted a market analysis and reviewed our position in the Nordic region and several key markets, which was a valuable starting point for the long-term strategy. I’m proud we succeeded in building a stable foundation for the next step and prepared the company for a new permanent CEO.”
What insights and lessons do you take with you from this assignment?
”That large changes can be implemented in a short time with a positive result, even though the challenge can be greater in a small company with a strong history and culture. The importance of understanding, respecting, and building trust with individuals cannot be overstated. Baltic Safety Products is an important player both in its niche and in the region, and it was an honour to be part of their journey toward the future.”
You have a solid background in retail and change management – how has your career developed?
”I started my career already in seventh grade by working in the shop at a marina, and my interest in both retail and boating was born there. Then followed several years at Peak Performance, internships and a trainee program at Lidl – where I quickly got responsibility for a Stockholm district – and later roles at Björn Borg and Fiskars, where I was Director of Global Retail Development, among other things. A period as CEO for NK followed, before I took on my first interim assignment as COO at Hemköp. I was immediately drawn to the interim role – it suits my energy and drive. Today, I am the CEO of a tech company called Bumbee Labs.”
When is it valuable to bring in an Interim Manager?
”Interim Management can be incredibly powerful when change is needed quickly or when the expertise doesn’t exist internally to tackle specific challenges. As an Executive Interim Manager, you can ask questions that an internal person might not dare to, and you can make necessary, sometimes tough, decisions without bearing them long-term. It often gives a clearer mandate. Additionally, you get a direct results focus – you must hit the ground running.”
How do you make sure to find energy and recovery between intense assignments?
”My family is my centre – I have two teenage sons, and much of my free time revolves around their activities. Otherwise, I like to run, go cross-country skiing and downhill skiing, play golf, and sail. We also have a dog, and I try to be outside as much as possible. Nature provides energy that lasts even through the most demanding projects.”