With over 25 years of experience in finance, business development, and group management, Helena Wennerström has worked in companies in the midst of crises, led IPOs under extreme time pressure, and transformed companies through significant growth journeys. After a long career as CFO and Deputy CEO of global industrial corporations, she decided in 2024 to enter the interim world – ready to contribute where the need is greatest.
Through Nordic Interim, Helena stepped in as CFO at the listed MedTech company Vitrolife Group, right in the middle of a strategic transformation. A company whose mission – to help people fulfil the dream of having a healthy child via IVF – deeply resonated with Helena’s values. In this interview, she talks about her career, why she is drawn to companies in transformation, and how to build a strong team under pressure.
Tell us about your background – how did your journey in finance and economics begin?
“I studied to become a controller at Örebro University and did my thesis at Din Sko, which led to contact with the owners, Nilson Group. They had a business in Gothenburg where they were looking for an administrative manager. I stepped straight into a leadership role, which was exciting. It was a small company, but we experienced strong growth during the years I was there.”
What happened next?
“After 11 years, I felt it was time for something new and joined a company in digital media as Finance Manager. They produced CDs and cassette tapes and had just been acquired by a larger group. That meant a significant transformation journey for the previously privately owned company. The management team, IT systems, and company culture had to be aligned with the new ownership. It was an exciting time – I joined when the CD industry was still strong, but during my three years there, the market changed rapidly with the rise of digital media. Then I joined Bulten, which was then part of Finnveden, and I ended up staying for 18 years! I started as Finance Manager for their largest market company, and soon also took on responsibility for the Swedish Shared Service Center in Hallstahammar. I later had the opportunity to become a Key Account Manager – a role I wanted to try in order to better understand the business from a new perspective. It was like jumping off the 10-meter diving board – challenging but incredibly educational! I got to work with major OEM customers in the automotive industry and led improvement projects together with them.”
Eventually, you became CFO of the group?
“Yes – after some time as KAM, I was offered the role of CFO of Bulten, and a few years later, of the whole Finnveden group. That was during the 2008/2009 financial crisis. At the time, we were owned by Nordic Capital and underwent major changes. The head office was downsized, and the board chose to focus more directly on business operations, which worked very well. In 2010, Nordic Capital decided to take the company public, and the process went quickly – from the decision in December to IPO readiness in February 2011 and listing in May! In 2014, the last part was divested from Finnveden and Bulten became a standalone listed company where I remained CFO and Deputy CEO until 2020. During my time with the company, we grew from a turnover of SEK 1.3 billion to over SEK 3 billion. After 18 years, I felt I had completed my journey there. I had lifted most of the stones and felt it was time to hand over the work of renewal to someone else. That’s when I was contacted by ViaCon Group who were looking for a CFO – an exciting transition from a listed company to a smaller PE-owned business with a turnover of around SEK 2 billion.”
How did your career as an Executive Interim Manager begin?
“I had already been thinking about starting to work as an interim manager to use my experience in contexts where it’s needed most. When I was contacted by Nordic Interim for an assignment at Vitrolife Group, I decided to take the opportunity.”
What attracted you to Vitrolife Group?
“A lot of things! First, they were in the midst of a transformation – a new CEO had taken over, and a new strategy was being implemented. I enjoy periods of change because they bring development and improvement. In addition, the company’s vision is fantastic: to create conditions for more people to have healthy children. It’s so meaningful – 1 in 6 couples in the world experience fertility issues, making this a global challenge. Vitrolife works with IVF processes, and their products range from needles and embryo monitoring to genetic testing, with customers in over 100 countries.”
What were your main responsibilities as interim CFO at Vitrolife Group?
“It was essential to quickly establish structure and stability in an intense phase of change. I had the advantage of working with fantastic team members, and together we created stability within the function with clear communication and a shared vision.
I think it’s crucial to have a clear ‘why’, a vision everyone can support and relate to. Being an interim often means having to make tough decisions – but the key is always openness and respect for the company culture, while at the same time driving change. It’s not just about keeping the ship afloat – my goal is always to move the business forward.”
What did you take away from the assignment?
“I received an incredibly warm welcome when I stepped through the door, which made it easy to step into the role. There is a genuine care and thoughtfulness within the company that I really appreciated. I’m also thankful for having had the opportunity to follow a company that operates in such an important field. I have now handed over to the new CFO.”
When you’re not working – how do you recharge?
“My family is my biggest source of energy. I also love cooking and wine – in fact, I have trained as a sommelier! I have a sort of ‘taste sensitivity’, like perfect pitch in music, and I find it fascinating to combine flavors and highlight different nuances through the right wine pairing. I enjoy hosting wine tastings for friends and family, paired with great food – it gives me both relaxation and joy.”