In fact, we have lower margins on all COVID-19 related products. Early on, we decided not to raise our prices but rather to ensure that we remain a long-term partner to our customers after the pandemic. Has AddLife taken advantage of the pandemic to raise prices? Before corona, growth was a more moderate 4%.
In the first quarter of this year, sales (including acquisitions) increased by 65% to SEK 1.7 billion. My CEOs called and said ‘Let’s do this’, which shows drive and commitment”. In our decentralised world, the response to the pandemic was, ‘How can I solve this and turn a difficult market situation into an opportunity?’. I don’t think we would have done so well in the pandemic if we had a classic pyramid structure. “With our way of working – pursuing small-scale and entrepreneurial activities on a large scale – which we have been doing since Bergman & Beving started in 1906 (AddLife is a spin-off from Addtech, itself a spin-off from Bergman & Beving), there is a huge power to draw on. Previously also in Nordic Waterproofing.Īnd that model worked even in extreme situations like the pandemic? Previous assignments include CFO of Addtech AB, CFO of Ericsson AB, CFO of Netwise, CFO of Frontec, business controller of Spendrups and auditor of Arthur Andersen.īoard member of Mölnlycke and Addnode. Lives on a horse farm north of Stockholm where the family trains, races and breeds horses Married to Jan Willgård, former CEO of the life insurance company St Erik. Master of Business Administration at Lund, 1989.ĬEO of the listed medical technology company AddLife since 2015 with Håkan Roos and Tom Hedelius as main shareholders. So why should we have more central organisation?” We have great CEOs who make good business decisions every day. It’s always comes down to having the right people. I find it effective it’s simple and unbureaucratic. We at the head office support our subsidiaries with business development. If we’re doing well, it’s only because our companies out there are making the right decisions and doing the right things. We have a variety of subsidiaries with different offerings but an incredibly strong common DNA that allows us to combine the benefits of small scale companies with the power and resources of big business. How should we look at AddLife? Is it a conglomerate of a collection of small businesses? “Our culture and decentralised operations are the reason for our success”, she explains. But the pandemic itself is not the whole explanation, says Wilgård. During the first quarter of this year, CEO Kristina Willgård was able to report organic growth of over 50% and a threefold increase in profit.Īmong other things, AddLife has benefited from increased turnover in the Group’s diagnostics companies, linked to corona tests, as well as a sharp increase in demand for protective equipment and, for the research companies, a high level of activity in virus research.
The medical technology company AddLife, a group of more than 70 companies, is one of the Stockholm Stock Exchange’s big pandemic winners.
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