Andreas Lindahl

https://www.hiserv.aero/

https://www.vskfotboll.nu/

AxFlow is a global leader in the distribution of pumps, valves, instruments, and complete pumping systems. The company is part of the Axel Johnson Group, employing 1,500 people and generating approximately 5,500 MSEK in annual revenues. Its business network spans across Europe, South Africa, and Australia/New Zealand, with less than 3% of operations in Sweden. As CFO, I was responsible for the financial management of a multinational organization operating in over 30 countries, each with multiple legal entities. My primary focus was to drive the group's development with an emphasis on profitability and mergers & acquisitions. Since 2022, we have improved our EBIT margin by 2% and successfully acquired and integrated seven companies, making 2023 a record-breaking year for AxFlow. Additionally, I served as a board member for all major companies within the group, spanning more than 25 countries.

Prevas is a Nordic leader in digitalization, product development, and industrial IT. Listed on NASDAQ OMX, the company operates across Sweden, Norway, Denmark, Finland, and India, serving customers worldwide. With 1,100 employees and annual revenues of 1,600 MSEK, Prevas has demonstrated strong growth in recent years. Since 2018, the company’s share price has surged by over 400%, EBIT margin has increased from 3% to over 10%, and more than 10 successful acquisitions have been integrated, strengthening Prevas’ market position. Today, Prevas is a fast-paced and innovative solutions provider with a strong business approach. As CFO, I held overall responsibility for financial and corporate development, covering strategic business growth, mergers & acquisitions, legal affairs, and operational improvements. A key focus of my role was driving transformation and efficiency, aiming to reposition Prevas as a modern and highly profitable leader in digitalization. Additionally, I served as Secretary of the Board of Directors for Prevas Group (NASDAQ Stockholm).

Founded in 1580, Åkers was a multinational industrial group and the global leader in producing rolls for the flat steel industry. Operating nine major production units across Europe, North America, and China, Åkers served all major steel producers worldwide. With annual revenues of 400 MEUR and 1,500 employees, the company was owned by Altor Equity Partners before being acquired by Ampco Pittsburgh. As CFO, my role encompassed both operational and market development, including digital transformation, restructuring, and financing to establish a strong foundation for profitability following the steel crisis. This involved strategic divestments and investments across multiple countries, as well as securing a refinancing package to support future growth. In parallel, we prepared Åkers for an IPO, ensuring all regulatory and structural requirements were met. My responsibilities also included oversight of purchasing, IT, legal, and shared services. Additionally, I was a member of the Åkers Group management team and served as Secretary of the Board of Directors.

Westinghouse is a U.S.-based multinational leader in nuclear engineering and manufacturing. As Director of Supply Chain Europe, I was responsible for the strategic development and operational execution of purchasing, planning, logistics, supplier quality, and IT within Westinghouse’s European fuel business and Westinghouse Nuclear Services Sweden. During my tenure, we transformed the supply chain from an integrated function within local production units into a standalone, value-adding organization. This shift not only enhanced support for production but also positioned the supply chain as a key driver in addressing new business opportunities. The scope encompassed the full order-to-delivery process, excluding direct manufacturing. The organization comprised more than 120 employees and managed an annual procurement value of approximately 600 MUSD. I reported to both the VP of Westinghouse Europe (also CEO of Westinghouse Electric Sweden) and the VP of Global Supply Chain.

As Regional CFO, I was responsible for financial and managerial accounting, mergers & acquisitions, corporate governance, IT, and business process improvements for Westinghouse’s European Fuel Business. My role also encompassed oversight of the legal department, supporting both the commercial and operational aspects of the company’s European operations. During my tenure, Westinghouse transitioned from a declining market with an aging business model to a rapidly growing industry with emerging global opportunities. Given the complexity of the products and the high value of commercial orders, my role as Regional CFO was pivotal in shaping market strategies, commercial initiatives, and broader strategic developments. I was a member of the European Fuel Business management team and reported to the VP of European Fuel and the VP of Nuclear Fuel Business Finance.

Halogen was a management and IT consultancy firm serving major Swedish companies. As Financial Manager, I held overall responsibility for financial and managerial accounting, including the development and implementation of key business processes in preparation for an IPO. However, by the end of 2002, the company was divided into two parts and sold instead of proceeding with the planned public listing. Throughout this process, I reported directly to the CEO.

Zoovillage is an e-commerce company specializing in high-fashion youth clothing and streetwear. As CFO, my responsibilities centered on two key areas: establishing and managing a robust business administration framework and developing and executing the company’s financial strategy. This role also involved expanding into new international markets and business models, as well as securing funding through external investors to support growth and innovation.