“Allow time to find your footing after the acquisition”

Before the acquisition Swed-Weld had already made a name for itself through specialized nut and screw feeding solutions for the Swedish automotive industry. They had a close-knit team of 10 employees, headquartered in the relatively small city of Värnamo.  

“Before the acquisition, we had our own systems and routines,” Henrik says.  

“Now we are integrating it all into Atlas Copco Group’s way of working. It is a big step, but it has been worth it.” 

Henrik emphasizes that learning new tools, processes and organizational structures takes time – and that the Group’s long-term mindset helped ease the transition. 

Despite processes and systems changing, Henrik’s role today is not so different from before the acquisition.  

“I was Chief Technology Officer at Swed-Weld, and my day-to-day hasn’t changed very much. I still lead the construction department and manage development projects to develop new machine solutions,” he says.  

“The technological side is what I enjoy and what I’m the best at.” 

The acquisition brought growth – not just in scale, but in how the team works together. 

“Our team has grown significantly, which leads to delegating more and collaborating in teams. It’s a shift from having control over everything to sharing responsibility – which is nice in the sense that I get increased focus,” Henrik says.

Coming from a company that mostly worked within Sweden, the acquisition also meant international collaboration becoming part of the day-to-day. 

“For example, right now I’m collaborating with colleagues in the US, China, and Germany to build a product together, using the best ideas from each team,” Henrik says.

Henrik describes the Group’s culture as open and collaborative. 

“I trust my colleagues, and I think they trust me. If I raise a question, I feel heard," he says.

He shares his approach to connecting with new colleagues across the Group.  

“There’s definitely a sense that we’re stronger together. In a large organization like the Group, there’s grains of gold to be found that can enrich our products. It’s important to put pride to the side, not holding onto how things have been in the past with white knuckles,” Henrik says.

Working with a global team also means meeting less in person. But Henrik feels the Group has effective ways of building connections with new colleagues.

“Visiting the Group headquarters in Stockholm was truly rewarding, as it provided opportunities not only for meetings but also for dinners where we could discuss topics beyond work. I think it’s important to get to know people outside the work environment to build good relationships.”

As a co-founder of Swed-Weld, Henrik is naturally excited about the potential that the acquisition brings to build on what he started – and it has already enabled him to realise a dream of the machines getting global reach. Henrik is also proud of the new opportunities that being part of the Group has brought for the local community in Värnamo. 

“We’re now building a big test center to demonstrate our solutions in Värnamo. It’s something I’ve wanted to do for years but not felt able to put time and effort into – but now it’s happening.”

“It’s great to hear that people in Värnamo are excited about Atlas Copco Group coming to town. That many want to work for the Group and know about the company.”

Henrik’s advice to other employees in acquired companies is simple: allow the transition to take the time needed. 

“Atlas Copco Group thinks long-term. They allow companies time to settle in after the acquisition.”

He also encourages employees to explore the opportunities that come with being part of a larger organization. 

“I’ve met people that have worked their way up through the organization to senior management. I think that’s great to see especially for newcomers – that there’s a path upward.”