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Selling your company is a big decision. Here, some CEOs talk about what it's like to be part of us. We believe in the long term and would like both management and founders to stay. The business retains its identity and is run with the same commitment - but with access to support, resources and a network that enables continued growth on your own terms.

CEO Bollnäs Verkstad Production

Robert Nylander

“For us, it was crucial to find a long-term owner who wanted to build on – not just buy and sell.”

When Robert's father, who was then CEO, began to consider reducing the pace of work, it was the start of a journey of change for the family business. With the desire to secure the company's future and create a secure pension, they chose to sell the company to Inducore. Robert, who was then a site manager, chose to stay on – today he runs two of the companies within the group.

The choice fell on Inducore after careful consideration. “We knew that Inducore consisted of sound values and owners with an industrial background. We also knew that they had a long-term view of ownership. It was important that the company would survive and fit into a larger context where it could grow.”

Robert describes the process as quick and straightforward. Since then, a lot has happened – both for the company and for him personally. “Turnover has tripled, we have a more stable everyday life and can handle investments and temporary challenges with support from the group. It is a huge sense of security.”

At the same time, Robert highlights the entrepreneurial climate within Inducore as crucial: "It is the companies themselves who control the direction. It is not the group that points with its whole hand – you have to continue to develop your company as if it were your own."

His advice to others considering selling is clear:

“Let go of the reins and trust the group – you don’t have to worry.”

CEO GEHAB

Peter Sundell

“We have built a strong team and a family culture – Inducore understood that and has allowed us to continue in the same spirit.”

When one of the partners in the family-owned Gehab wanted to retire, the choice was between buying out the owner – or selling the entire company. Peter and Monica Sundell, who are still active in the business, chose the latter. They wanted to see the company live on, but in a way that respected its culture and values.

They knew Inducore well from previous meetings and trade fairs. "We knew that Inducore worked long-term and that they allowed the companies to continue to be run in their own spirit. It felt safe, and we also had great confidence in the group's owners."

After the decision to sell was made, a corporate broker was used, and despite multiple stakeholders, Inducore felt like the natural match – both strategically and culturally.

Becoming part of a larger group meant changes, especially around reporting, but it has also provided new opportunities. “It took some time to find each other in the board work, but from the start I have appreciated the dialogue with the group management and the network of other CEOs. We help each other, and I have myself taken on as interim CEO in another company within Inducore.”

Monica, who was one of the partners, currently works primarily at the group level as a sustainability coordinator – an area of collaboration that has become increasingly important for both the company and Inducore.

Peter's advice to other entrepreneurs in the same situation:

“For us, the sale was not just about numbers. If it is equally important for you to find a buyer who will allow you to continue running the company with the same personnel policy and culture – then Inducore is the right choice.”

CEO Björkö Mechanical

Tony Nilsson

"It's a bit longer to make a decision than before, but often a conversation is enough - and we have a decision. It's a security in everyday life."

When it was time for a generational change in the family-owned company, the family chose to sell. Not to leave completely, but to secure the company's long-term future. Tony and Kent, the next generation in the family, are still in the business.

“We started thinking about this 20–25 years before the sale. For us, it was important to hand over to someone who shared our values and our view of entrepreneurship.”

"Choosing Inducore was about long-term thinking, sustainability, and being able to continue running the company in the same spirit. Inducore was a very good match for what we stand for."

Tony describes the process itself as professional and respectful.
“It was a straightforward and transparent dialogue from the beginning. Everything was handled discreetly and without creating any internal concerns – it felt safe the whole way.”

Tony sees being part of Inducore as a clear advantage:
"It's a stable and long-term owner who stays even when the going gets tough. There's a little more reporting, but we're running the company as before – with more sounding boards and valuable support in HR and financial management, but without pointers."

He also highlights the collaboration with other companies in the group:
"There are clear synergies, especially on the market side where we have a broader offering. The decision-making process is longer, but a call to the CEO is often enough to move forward."

Tony's advice to other entrepreneurs:

“If you want to sell to a buyer who is caring and trustworthy – then you should choose Inducore.”

CEO Arenco

Anders Liljegren

Anders Liljegren, CEO of Arenco

“You get a lot of freedom – it suits someone who is fundamentally an entrepreneur.”

Arenco became part of Inducore in 2006 when Swedish Match chose to sell in order to streamline its operations. Inducore's main owner Per Vannersjö was initially involved as CEO of the Kalmar operation, while Anders was operations manager for the Swedish operation. Anders had previously been site manager in Shanghai for a period and was soon offered the role of CEO of Arenco in Shanghai in 2006.

When Anders chose to move back to Sweden in 2017, the idea was to scale back. But the commitment was too great and the assignment too much fun. Today, he is CEO of both Kalmar and Shanghai and describes the collaboration with Inducore as trust-based.

“Inducore has given us great freedom to continue developing the company without any guidance.”

"It's based on your own drive. You get a mandate to make decisions locally, and there's respect for each company having its own culture. For those who like responsibility, it's a stimulating context."

He sees the support from the group as both structurally and practically valuable.
“We have received help when we needed it – and have been able to make investments that would have been difficult to finance as an independent, smaller company.”

But it's also about everyday life – like having a common skills bank available. Even without obvious synergies from the start, Arenco has been able to collaborate with other companies in the group.

"When necessary, we have covered for each other with, for example, payroll and invoice management, and during temporary peaks, we have rented out staff to each other."

“I am here largely because we got an owner who thinks long-term and who values local leadership.”