Nice to meet you, Victor. Could you start by telling a bit about your background? Where did your professional journey begin, and what kind of experience did you have before joining Mantec?
Nice to meet you too! I studied management at the Gothenburg Business School for my bachelor’s degree, but as I’m more of a numbers guy, management studies felt a bit too vague for me at times – I like concrete, analytical answers, more black and white. So I continued with a master’s degree in financial management, which focused on making decisions based on financial analysis. That was the missing piece for me, and I really enjoyed it.
Before university, I did 15 months of military service, where I specialised as an airborne ranger, leading a team of eight and giving it my all – that’s how I tend to approach things. I actually would have wanted to become a military pilot, but unfortunately I was too tall to qualify for the pilot programme. Still, the military service was a great experience that taught me a lot about leadership and teamwork.
Floorball has also been a big part of my life. I played at an elite level for several years, and it taught me about discipline, goal-setting, and teamwork – all things that are useful in consulting too.
From leading a military team to leading client projects – interesting journey! So what eventually led you to Mantec? What was it about Mantec’s way of working that appealed to you?
After graduating, I went into banking. Around that time, a friend from my floorball team – who also studied with me at the university – told me that Mantec was hiring through the student consulting network. I hadn’t heard of Mantec before, but he was convinced it would be a perfect fit for me.
I applied and got a position at the Gothenburg head office as a junior consultant/management trainee. My role was to support both the operational side and sales, as well as assist management with different initiatives. At the same time, I was still playing professional floorball in the evenings.
Over time, I moved from consultant to project manager and then to my current role as Operations Manager. What really attracted me to Mantec was the culture – a small company with big potential and a very inclusive, family-like atmosphere. From day one, I felt in good hands. There were many senior colleagues to learn from, and the work itself is about constant learning. Every new assignment brings a new environment, and that’s what motivates me – you never get bored. It’s very rewarding, but it takes a certain kind of personality to enjoy it.
What does your role as Operations Manager involve? Could you describe what a typical project looks like for you and what kind of responsibilities you have?
My job covers almost the full circle of our business. My main responsibility is to make sure we have the right competence in the right team, and that we deliver what we’ve promised – meeting or exceeding client expectations. I’m also involved in the sales process, making sure we have the right consultants available at the right time when new assignments come in.
Beyond that, I take part in various initiatives within Mantec – marketing, business intelligence, and the international Operations Manager group, where we coordinate ways of working across countries.
There’s really no such thing as a typical project. Each assignment is different, yet there are always common challenges that we can help with, regardless of the industry. What has changed over the years is not only the demand for fast results and sustainable change, but also the values behind those expectations.
Today’s management teams – often representing a new generation of leaders – place more emphasis on purpose, engagement, and people. Productivity and profitability remain essential, but there’s perhaps a stronger emphasize that long-term success depends on culture and values, too. That’s something we at Mantec take seriously: we make change happen early on, we deliver measurable results quickly, and we help build the kind of momentum that lasts.
You’ve worked with a wide range of clients over the years. What kinds of industries have you been involved with the most, or found particularly interesting?
There’s been a lot of variety – our projects tend to come in waves within certain industries. Mantec’s roots are in production, such as paper and pulp, and manufacturing, and we still do a lot of work in those areas.
In recent years, I’ve also worked in retail, fashion particularly. The retail market has changed dramatically with the rise of e-commerce, which has forced traditional players to rethink their entire way of operating. We’ve brought in structured and visual ways of working from other industries – clarifying processes, improving interfaces between purchasing and marketing, and shortening lead times. For many clients, this has been a completely new way of working, and the impact has been significant.
The interesting thing is that our methods apply to nearly any business. The principles are the same – only the context changes.
Mantec operates across the Nordics – what kind of advantages do you see in working as part of an international team?
There’s a lot of value in having close cooperation between countries and between the Operations Managers. Each country tests things, finds what works, and then shares it with the others to adapt and improve. It’s a great way to make use of all the knowledge across the company.
It also makes the work more fun and diverse. One day I might be driving through the countryside on my way to a client site, and the next day I’m in a Teams meeting with colleagues from different countries. That international mix adds a lot of energy and perspective.
Have you noticed any differences between the countries?
Even though we’re neighbours, there are clear differences. In general, Finland and Denmark tend to be more direct and decisive – a bit more authoritative in their approach. That can be very effective when quick decisions are needed. In Sweden, more emphasis is put on alignment and making sure people have a shared view before moving forward.
I wouldn’t say one way is better than the other; both have their strengths. The key is being aware of these cultural differences and adapting your communication accordingly. It’s really all about communication.
What do you find most rewarding about working in client projects – and what do you find most challenging?
What I enjoy most is seeing the real, tangible results of our work. As external consultants, we have to earn our clients’ trust, and when we do – and when we see that our solutions work – that’s incredibly rewarding. It’s the result of a lot of hard work and commitment from both sides.
One of the most important – and sometimes the most challenging – things is aligning expectations. The first six to eight weeks of a project are crucial: that’s when we need to be crystal clear about the goals, the scope, and what kind of results we can deliver. If that foundation is solid, we are off to a good start and hopefully the rest flows more smoothly.
People make every project interesting – because anything can happen when people are involved. Making sure everyone, especially the first-line managers, is on board is absolutely key. That’s where real change happens.
What would you say are your personal strengths in this work? And more broadly, what qualities do you think are most important for consultants at Mantec?
I’d say social skills and the ability to communicate are essential – being able to talk to people, listen, and have real discussions. Stories are important whenever people are involved. My background in team sports has helped a lot too, because you meet so many different personalities and learn how to work together towards a goal.
I’m quite structured and result-oriented by nature – probably the “numbers guy” in me – and that helps when the pace gets high, which it often does. I like challenges and I’m ambitious. Those qualities fit this job very well.
In your experience, what kind of impact can clients expect when working with Mantec? Is there something that typically surprises them?
The thing that really makes us stand out is how down-to-earth, pragmatic our consultants are. We’re not “PowerPoint consultants” – we don’t just stay in the boardroom. We work hands-on, side by side with people on the operational level, because that’s where most value is created.
Our strength is being rooted in the real world while still maintaining strong governance and reporting at management level. When clients see that we can handle both – being on the shop floor and in the boardroom – it gives them a lot of confidence, even when the journey is tough.
Finally – the work can be intense at times. How do you recharge outside of work?
For me, it’s about getting back to basics. I love spending time in nature – skiing, fishing, or being out in the archipelago. The west coast of Sweden is my sweet spot. Even when it’s stormy, I enjoy sitting by the ocean and just being there.
Family time is also really important. I have three kids who play hockey, and it’s great to be able to give them those same team sports experiences that I’ve had – also skiing, fishing, just being active together. In winter, we go downhill skiing, and in summer we spend as much time as possible on the west coast. That’s how I recharge.
