Organizational Development and Leadership in Focus

Interview with ProstaLund's CEO, Anders Kristensson

Just over a year ago, Prostalund found itself in a turbulent situation. Large parts of the board and management team (MT) had resigned or were about to leave. In the midst of this upheaval, Anders Kristensson took over as CEO.

In this interview, he shares his reflections on rebuilding an organization and the lessons that may help other companies. The conversation with Anders clearly demonstrates how a company can turn a crisis into an opportunity with the right strategy, trust, and a strong team. Prostalund’s journey is an inspiring example of successful organizational development.

What was the situation like when you took over?

"It was an empty table," says Anders. "The management team had resigned, and at the same time, we had major international projects underway. We faced quality and regulatory challenges related to the new MDR regulations, and many things needed to be put in place. Our QA/RA manager had just left, and shortly thereafter, the company’s COO also departed. Things were unstable, and we had to act quickly."

How did you handle rebuilding the organization?

Prostalund chose a pragmatic strategy to address the urgent needs.
"Initially, it was about finding interim solutions," explains Anders. "We quickly needed to bring in the right people for key positions, such as a QA/RA manager and a CFO. With the help of Nicklas (our CFO), we were able to manage financial matters while also focusing on long-term solutions."

Through clear priorities, Prostalund successfully built a new management team from scratch. By June 3, 2024, the team was complete, and the company could begin looking ahead. "No one from the previous management team remains. It is entirely new people who have brought us to where we are today."

What are the biggest challenges in recruiting a management team?

"Recruiting at this level requires time and focus," says Anders. "It can take a year from start to seeing concrete results. For us, it was important to prioritize correctly and not try to do everything at once. We chose to focus on four main markets instead of chasing every opportunity."

Another challenge was ensuring that the company did not lose customers when key individuals with strong client relationships left. "However, we managed to retain all of our CoreTherm clinics during 2024, thanks to a strong sales team that successfully handled the transition."

How does the board collaboration work today?

"Our collaboration with the board works very well," says Anders. "Even though our chairman is based in the U.S., we manage with efficient Teams meetings and quick decisions. We also maintain a high level of transparency and trust—we keep detailed records, and we make sure that everyone is informed and understands what needs to be done."

What leadership principles drive success in your team?

"Trust is key," emphasizes Anders. "There is nothing worse than feeling that your boss doesn’t believe in you. I make it clear that I have 100% confidence in my team and share all information that is not confidential."

He also highlights the importance of ownership. "Employees must be able to own their agendas. By delegating responsibility and authority, we can build engagement, which in turn leads to results. Trust and ownership together create a self-sustaining organization."

How can a recruitment partner help?

"A good recruitment partner is invaluable," says Anders. "They serve as a sounding board and help ensure candidate quality. For us, it was crucial to involve the board in the process, which provided an extra layer of security."

What is the situation like now, more than a year later?

"I am extremely satisfied with the team," says Anders firmly. "We are starting to deliver, solving problems quickly, and having fun together. Our new product, which has been talked about since 2016, is now being launched. It’s an exciting time."

What lessons can other companies learn from your work?

"Every situation is unique, but I would say that decisiveness and clear priorities are crucial," concludes Anders. "Dare to ask for help, involve the board, and act quickly when making decisions. And remember—sometimes, the 80/20 rule is enough."