We spoke with Jerker Sjögren about his role as interim Transformation Officer at a private equity-owned fintech company in a critical growth phase. With extensive experience from Accenture, Skandia, and Spotify, Jerker combines strategic insight with strong execution skills. In our interview, he reflects on the role of an Interim Executive, key success factors in change management, and why external expertise is often crucial during critical periods.

Can you tell us about your background – what experiences did you bring into your role as interim Transformation Leader?

”I started in the consulting world at Accenture, where I worked for many years – mainly on assignments in the telecom and financial sectors, including five years in Brazil. When I returned to Sweden in 2003, I continued working for Accenture, focusing on major transformation agendas for several telecom, banking, and insurance clients.

After many educational years in consulting, I transitioned to Skandia, a former client, to drive a transformation of their delivery organization and portfolio management.

After that, I took a position at Spotify, where I worked in an incredibly exciting environment and within an organization that truly challenges traditional models and thinks long-term. It was a creative and quick organization with a strong emphasis on goal-oriented management and productivity. The combination of structural focus from large corporations and the agility and scalability of a fast-growing tech company has given me a unique perspective that I brought into this interim assignment.”

How did you come into contact with Nordic Interim, and what did the interim assignment involve?

”I had just finished my role at Spotify when Nordic Interim reached out to me about a position at the company. It was my first assignment in an interim role, but thanks to my background as a consultant, I was already used to stepping into new environments and quickly getting up to speed with complex operations. The difference is that, as an Interim Executive, you become part of the operational organization – you’re not just responsible for defining what needs to be done, you also have to help execute it together with all the stakeholders, including the board and executive team, which is not always an easy task.

The assignment was primarily about ensuring stability within the delivery organization and preparing the company for continued expansion and growth. My role was to bring in a bit more structure, drive improvement initiatives, and get the organization ready for scaling.”

What concrete steps did you take to initiate the transformation work, and what was your initial focus?

”The first thing I did was to get an understanding of what was working well and where there was potential for improvement – to identify the most critical areas. Many aspects of the needed changes had already been considered, but there was a lack of momentum, clear priorities, and structure. A lot of things were ingrained, so it was about challenging ways of working, processes, and culture.

We chose to work on several initiatives in parallel to test our way forward and generate visible improvements that could have a quick impact, build trust, and pave the way for future growth and transformation. Some focus areas included increasing transparency and promoting collaboration across departments. A transformation only succeeds if the organization is on board – it’s essential to create engagement, clarity, and early proof that change is possible.”

What parts of the assignment did you find most challenging, and what results are you particularly proud of?

”There was limited experience in structured change management within the company. The company had experienced rapid growth, and like many other companies in a similar phase, it was hard to balance growth with an appropriate dose of internal structure. First and foremost, you need to meet the customer’s needs – both existing and new. So, a large part of my work consisted of building understanding around why and how we needed to drive change.

Changing a company culture requires patience, but also consistent leadership. The most rewarding part was seeing how many proactive employees wanted to be involved and contribute!”

When should a company consider bringing in an Interim Executive?

”Interim Management is most valuable when the need is clear – for example, during critical change projects or when expertise required for a business-critical initiative is lacking internally. Many people underestimate the value of bringing in an experienced external person who has already led similar changes and learned from them – someone who can ‘see around the corner.’ And importantly, someone who can act without any personal agenda within the internal politics.

An interim leader is there for a reason – goal-oriented, apolitical, and with a clear mandate to deliver within a specific timeframe. It’s a cost-effective way to bring in highly qualified expertise at the right place, at the right time. This first assignment has left me wanting more. The role I enjoy the most could best be described as a Transformation officer – someone who comes in, helps realign structures, and creates a more smoothly running machine. There are many companies out there facing similar challenges, and I think you can make a real impact as an interim professional.”

What do you do when you’re not working on transformations?

”I enjoy good food and wine, and of course, spending time with my family! Over the years, I’ve also (somewhat unexpectedly) begun to enjoy gardening – there’s something soothing about digging in the soil and pushing around an old-fashioned lawn mower. We also spend a fair bit of time on the water – my wife and I have slightly different levels of ambition, so it’s all about maintaining balance, even in our personal lives!”

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