Indutrade’s decentralised model is unique
“My father was a salesman and I followed in his footsteps. By chance, I got a job as a sales engineer at GA Lindberg, which is owned by Indutrade. That eventually led to me becoming head of sales, and then head of the Swedish operation for an international company. During that time, I realised the importance of good leadership and stable owners. After five years, I felt it was time to try something new.”
Joakim then became CEO of Tribotec AB, a technical trading company in Gothenburg specialising in corrosion protection, friction protection and joining technology, primarily for the automotive industry.
“The opportunity to lead a small, family owned company with owners who shared my business values was very appealing. The owners wanted to invest in growth, and we saw a business opportunity in eco-friendly rust protection. It was an amazing journey, and the annual turnover grew from SEK 25 million to SEK 70 million, with good profitability. By then the owners wanted to find a new owner for the company, and it was sold to Indutrade.
“I only had positive experiences of Indutrade, so I stayed on as CEO of Tribotec. I had a professional board of directors, and clearly defined growth and profitability targets. Meanwhile my involvement with other companies in the Indutrade Group grew. I wanted to learn more about our companies and help them on their own growth journeys, so I started getting involved on the boards of various sister companies.”
There to coach
Joakim feels that the decentralised model at Indutrade is unique. He believes that the board should be there to support and coach the managing directors, an approach that builds mutual respect and a strong sense of working together. The management retains the operational freedom, but thanks to the strong collaboration between the board and management, the company can overcome challenges and take the company forward in an effective, sustainable way.
Since 2024, Joakim is a Business Segment Leader for a segment within Indutrade’s Infrastructure & Construction business area. His main task is to support companies in the segment through active board work, and to identify and acquire new companies.
“One of my main goals in the boardroom is to create a positive, open atmosphere. I want the MD and the board members to feel comfortable sharing their views and ideas. This promotes creativity and innovation, which is crucial to the company’s success. I want each person to leave the board meeting more energised than when they came in.”
