Jarl Uggla has over 30 years experience of working in leading positions in companies within export, industry, service, and consumer goods in over 50 countries. Today he is CEO of LKAB Wassara, a company that develops and manufactures environmentally friendly high-technology drilling systems.
We have talked to Jarl about his exciting career and experiences in different countries, switching between industries, and how he makes sure to have a good work/life balance.
“I have worked in public, PE-owned, and privately owned companies. You must be somewhat tough, have high energy, and be adaptable as the owner’s directives differ a lot. As CEO you must be clear about the way forward and project that to the organization. It is also important to get to know the product, understand the value chain from idea to client delivery, and be visible in the organization. It is important to build a tight management team that thinks and adopts the concept that changes are natural and positive. If you do not do anything, nothing will happen. Be resilient, engaged, adjust as you move ahead and do not give up.”
Jarl started his career as an aspirant engineer and Product Technician at ABB, where he was, among others, part of the team that developed and built the first robot manufacturing assembly line and plant. After a couple of years, still very early in his career, he wanted to see the world and joined Swedish Match-owned Phimco Industries in the Philippines as Technical Service Director. The assignment was to build and secure a well-functioning unit for production technology, quality, and service. Many years within several of Sweden Match-owned companies followed: in Switzerland, he was Project Manager for the Asian region, and in the USA and Canada he was the Plant Manager with the responsibility for merging two manufacturing sites with the production of commercial matches for B2C.
In 1989 he got his first CEO position at Arenco, a market-leading company serving 35 of Swedish Match’s plants, but also external customers in 60 markets. Arenco sells whole manufacturing plants, including machinery, spare parts, technical services, and trading of raw materials as well as education of personnel. In parallel to creating a joint venture for production and sales in Shanghai in 1992, Jarl was responsible for six plants in Europe.
“There are many stories to tell about, at that time special, places where we had businesses, e.g., Bangladesh, Iran, Syria, Vietnam, Pakistan, and many more that have given me a good cultural understanding. One time we landed in Tunis and drove by car to Tripoli in Libya for a business project. The driver had bad eyesight at the night, so we took over and drove the car all the way, which was quite an exciting experience. Another time we were going to fly by hydroplane from Dhaka to Khulna, but when we saw the plane, the hangar and met the pilot, we took the car instead. A good memory is a project we did in Vietnam in 1990 to be energy and sustainable efficient, where the heat created from an energy station was used to heat a dryer for the manufacturing process. The project was secured with funds from the Swedish Export Council.”
Jarl’s next role took him to Norden Pac as CEO, a company that was also originally owned by Swedish Match, but is now owned by the investment company Daughty Hansen. Norden Pac was the world leader in the production of high-tech tube-filling machinery and packaging products and also had substantial manufacturing of advanced plastic, laminated and aluminium tubes. The implementation of robotics increased the speed of the machinery up to 100 cycles per minute which increased the competitive advantage as well as the introduction of electro-drive systems. New innovations such as injection moulded tubes for Pharmacia and innovative packaging openings for Tetra Laval were launched through the newly acquired company Gislaved Plastic. A large reconstruction of the machinery unit took them from loss to profit and with an investment in innovation, marketing, and sales, they experienced a strong growth. The company was sold to Sidel SA and after the integration with one of their divisions, it was time for Jarl to move on to the next challenge within the Swedish Match family.
“The role as CEO of Sweden Match South Africa with head office in Johannesburg was very interesting and personally rewarding. I implemented a Swedish leadership culture at the local sites and led the restructuring and M&A projects, worked a lot with the local trade unions, and established a customer-focused business. Together, we managed to increase the EBITA by 20%. We started a development project that engaged 600 people from our employee’s families by equipping them with tricycles so that they could sell products at distributor prices and make them self-sufficient. We also started a school for the children of the employees and ran many campaigns on how to protect yourself against HIV. We are very proud of this!
After that, I was stationed in the Benelux with a division responsibility for sales and manufacturing in Africa, Oceania, Latin America, and Central Europe, and was part of the Group Management Team. When my assignment there was completed, we wanted to move back to Sweden after so many years abroad. I started at Charge Holding and CTEK, a company within high-end battery chargers owned by FSN Capital. We focused on enlarging the market coverage and distribution in combination with diversifying the product assortment and accelerating the degree of innovation. We had a development office in Hong Kong, and my Technical Manager and I always encouraged trips back and forth to come up with new ideas leading to commercial products. I left the company after we successfully sold it to Altor.”
Jarl then worked as Interim Manager for a period, including at EQT-owned Sanitec in Sweden and France. The company was going to be shut down, but his analysis showed that a reconstruction was possible, and the business was saved. Five years later, his former employer, FSN Capital, recruited him as CEO and Group CEO for Vindora Utbildning, a company within upper secondary and adult education – a whole new industry to him. The company had about 1200 employed teachers and schools in 50 locations in Sweden. Major changes within quality and cost reduction were made, and the company was then successfully sold to AcadeMedia.
In 2019, he returned to the mechanical industry as CEO and Project Leader at LKAB Mekaniska, which provides the mines with mechanical and maintenance services. In addition to leading the upgrading of facilities, machinery, equipment, and business systems, he led the consolidation of two factories. Still, in the mining industry, he is now the CEO of LKAB Wassara.
“In order to succeed you must be wholeheartedly engaged in the mission and be very visible and present in the organization. Coming from a very practical background and having learned milling, welding, lathework, assembly and so on, to having basically held all positions in a company up to CEO, has made me very comfortable in understanding the needs of different people and functions. One important fact never to be forgotten, is that business is made between people and products and/or services, so creating a learning, safe and healthy environment is a must. You must have fun together! For many years I was also part of the nomination committee for the board academy in south-eastern Sweden and after having attended these educations myself, I have received good board governance experience and assignments.”
What is happening within LKAB today?
“The big thing is the focus on being carbon-free in the manufacturing processes which is well underway with several ongoing initiatives. This is very good for sustainability and the environment. Another important thing is the recently announced ReeMap project, reusing the residues and minerals from the iron ore mines. Going forward, this will be able to meet a large volume of Europe’s needs for fertilizer products. The biggest emissions come later in the value chain, when our iron ore pellets are turned into finished steel. We can process our products one more step and go from today’s fine material, finely crushed iron ore, and pellets, to carbon-free sponge iron, made from hydrogen. In doing so, we can help reduce global CO2 emissions by 40-50 million tonnes each year. This corresponds to Sweden’s entire emissions of greenhouse gasses every year.”
You have been within manufacturing, machinery, consumer goods, mining, and education – how easy or hard, is it to change industries?
”I do not feel that I can only work in one industry, the important thing is to understand the needs of the end-user or client, and the value chain of the product or service. You do not have to be a rocket scientist, there are people within the organization who knows all the details. It has never been a problem, but an opportunity to learn and develop. The most important skill in every assignment and industry is leadership, motivation, and high energy to create a team and make things happen. You should never make yourself irreplaceable, when you leave, everything must continue to work.”
How do you make sure that you have a good work/life balance?
”I met my wife 40 years ago and for me, it is important to have a good relationship. I take care of my physical health by cycling, Vasaloppet, Iron Man, and Enduro. I sleep and eat well too. Travelling and culture are also important to me, and I can really recommend seeing ”Bodyguard” at China Teatern in Stockholm – it is fantastic!”
You have lived abroad for many years, which country did you enjoy the most?
”Every country has its own charm. The Philippines was very exotic as it was my first overseas assignment, and Canada is in many ways like Scandinavia. Africa is close to my heart; I have spent a lot of time in South Africa. As a matter of fact, I took the assignment in Africa being inspired by a safari trip in 2001 to Tanzania and Kenya. Thus, when the opportunity came the answer was immediate: yes, let’s go to Africa! I have always been inspired by the writer Karin Boye and her poem ‘I rörelse’ which is as follows:
On The Move
The satiated day is never the greatest.
The best day is a day of thirst.
There is probably purpose and meaning in our journey
but it is the pathway there, which is worth our while.
The greatest aim is a night long rest,
where the fire is lit, and the bread broken in haste.
In the place, where you sleep but once,
sleep becomes safe and the dream full of song.
Move on, move on! The new day is dawning.
Endless is our great adventure.