Sofia, you have an exciting background in the food industry, most recently as CEO of HKScan Sweden, which has a turnover of about 7 billion and more than 2000 employees. You reported to HK in Finland in a male-dominated industry. What interesting challenges did you face in that role and how did you tackle them?
Yes, the first and only woman in that position since Scan was founded in 1899. But I haven't reflected on that too much.
There were big challenges to face at HKScan, an inefficient, introverted and bureaucratic group with weak profitability. But it also meant great opportunities for me to make a difference, to develop and modernize the business and the company.
With my background and experience, I understood the importance of creating an efficient, rational value chain that is based on the commercial and clear value for the customer. This builds profitable growth.
I achieved a stronger result for the Swedish business by setting clear goals and priorities, optimizing resources and leading the organization by being present and engaged in business decisions from farm to fork.
We also needed to develop the offer and be responsive to business opportunities in the market, such as responding to the demand for more sustainable meat production and better quality, and leveraging digitalization and new possible distribution channels.
Everyone in a business, male or female, has strengths and weaknesses and has something to contribute. I see it as the task of the leader to have the ability to utilize the differences and strengths of employees and make these strengths visible to other colleagues. This created respect for each other and a positive and performance-oriented team.

Which of your previous roles are you most proud of and why?
I am proud that in my roles I have had the ability to, strategically and operationally, see what needs to be done to take the next step in the business to achieve good financial results.
I really enjoy working with others to change and develop business for the better - to build value for customers, employees and owners!
The fact that I am committed, challenging and action-oriented in my leadership style is contagious and creates energetic, driven, goal-oriented teams. I am proud that in my roles I have been able to inspire my employees, achieve great results together and above all that we have had so much fun together!

Now you are switching to working on boards 100%. You are already active in Kiviks Musteri and you are on your way to more assignments. What do you bring with you into the boardroom?
In recent years, I have been active on several boards. I contribute with the ability to combine strategic height while having a great understanding of how to drive business forward. This means that I am good at setting the long-term strategic direction and how best to get there, but can also guide the operational work.
I stay focused on the mission and clearly see the choices, investments and priorities that need to be made to capture opportunities and solve the challenges companies face.
My experience of leading positions in both national and international businesses with different ownership structures and corporate cultures adds, as well as my breadth of experience from complex value chains, organizational structures and stakeholder management. Important perspectives on a board.
Change and development start from the top, with a direction, decisions and energy to achieve the goals of the business, I take that insight with me.