The opportunities ahead

The opportunities ahead for Nolato are exciting 

Since becoming Chairman of the Board of Nolato at the Annual General Meeting in May 2025, Klas Forsström has taken on a key role in shaping the Group’s future. Nolato Magazine met with him to discuss his perspectives on the company, its opportunities, and the challenges ahead.

What made you accept the role as Chairman of the Board at Nolato? 

Nolato is an interesting company with exciting future opportunities. I joined the Board one year before being asked to take over as Chairman, which gave me a solid understanding of the company, so accepting the role felt natural. I see great value in serving on the board of another company while being a CEO myself, as it provides valuable perspectives. 

What experience do you bring to the Board? 

I have held senior positions within the Sandvik Group and spent the last seven years as CEO of Munters. These assignments have provided me with broad industrial expertise spanning both very large and somewhat smaller companies. I am a strong advocate of a decentralized way of working, but if taken too far, it becomes difficult to serve large global customers effectively. I have extensive experience in combining a decentralized organization with coordinated global operations. 

What has surprised you most since taking on the role? 

Having already served on the Board, nothing has really surprised me. What has become even clearer, however, is the realization of how many talented, loyal, and driven employees and strong leaders Nolato has. The company has made an outstanding journey under Christer’s leadership. Now it is time to take the next step. The more I have learned about Nolato, the more I have seen opportunities to accelerate growth. 

How will you contribute to creating greater value for Nolato’s stakeholders? 

The Board works to ensure that Nolato is a company that is easy and rewarding to do business with, an engaging and developmental place to work, and a value-creating investment. My role as Chairman is to leverage the Board’s collective expertise and channel it to strengthen Nolato in collaboration with management and, ultimately, the CEO. Management carries the operational responsibility, but we should maintain transparent discussions about strategy, leadership, and how to unlock innovation to strengthen Nolato. 

Which of your personal qualities do you believe will be most useful in the Board’s work? 

People who know me describe my leadership style as inclusive, attentive, and curious, while also having the ability to make long-term strategic decisions. I strongly believe in delegating responsibility and authority. 

How would you like to contribute to discussions around the Board table? 

As Chairman, it is important to ensure open and in-depth discussions both during and between meetings, while supporting management in implementing well-founded decisions that drive growth. I aim to be an active sounding board in Nolato’s best interest. 

We live in a turbulent time. What makes you optimistic about the future? 

Recent years have demonstrated that the world has an ability to handle major disruptions and tragedies such as wars, so I remain fundamentally optimistic. If we focus on Nolato rather than the broader dystopian state of the world, it is the employees and their expertise that make me most optimistic. I believe management has embraced the ambition to shift into a higher gear and to unlock Nolato’s growth potential. We have a strong balance sheet that can work for us in a smart way. Another source of confidence is Nolato’s ESG work, which is appreciated by customers and recognized in various rankings. It makes me proud that we have successfully integrated sustainability into the company’s strategy. 

Which opportunities do you find most exciting right now? 

We have excellent opportunities across Medical, Materials, and Engineered Solutions. I am convinced that Anders and his team will identify the right priorities to focus their energy on how to create profitable growth. While some companies are sitting on branches that are being cut off, Nolato has many healthy branches. The key is to focus on the right opportunities. 

What do you hope Nolato will have achieved and be known for in five years? 

I hope that Nolato has taken clear steps toward doubling both revenue and earnings, while continuing to be a leading supplier in our segments with a strong ESG profile. By then, Nolato has taken the major step of becoming a truly global company, following its customers around the world. This requires a transition to becoming a genuinely large global enterprise. 

Which decision are you most proud of in your career so far? 

One example is supporting Sandvik’s vertical integration strategy, enabling the company to operate across the entire value chain. That has proven highly successful. I am also grateful that I recognized the importance of digitalization early and invested in it. Munters’ commitment to data centres was also highly successful, although it was not an obvious choice when we sought the Board’s approval. Above all, however, I am humbly proud to have worked with many talented employees, many of whom have gone on to become strong leaders in other organizations. Seeing others grow while learning from them myself has been deeply rewarding.