Background
In 2002, I founded Appliance A/S with a partner, with the ambition of building an international trading and distribution business.
The business was established from the ground up and developed over a few years into an international organisation with activities in several countries and a strong market position within its segment.
Unlike many of the businesses I later worked with as a board member, investor or adviser, Appliance was my own business. I therefore experienced the entire journey as entrepreneur, owner-manager and majority shareholder.
Starting point
The business was established without an existing organisation, customers or infrastructure. The objective was to create a scalable international business focused on growth, strong partnerships and long-term value creation.
The journey
Within a few years, Appliance became an international business headquartered in Denmark, with its own activities in Sweden, Norway and Finland and a presence in China and Hong Kong — supported by an international supplier and customer base and a professional organisation built for growth and scaling.
Appliance A/S is founded with a partner — without an organisation, customers or infrastructure.
Own operations in Sweden, Norway and Finland, a presence in China and Hong Kong, and the development of an international supplier and customer base.
The business is sold to the Dutch group at a goodwill value of EUR 10 million.
Active participation in the integration and transition from an entrepreneur-led business to an international group structure.
As co-founder and Managing Director, I was responsible for:
- Business development
- Sales and market development
- Building the organisation
- International expansion
- Recruitment and leadership
- Strategy and financing
- Relations with suppliers and business partners
The business sale
In 2006, Appliance was sold to the Dutch group PVG Group B.V. At the time of the sale, I owned 60% of the company, while my partner owned the remaining 40%. The transaction was completed at a goodwill value of EUR 10 million.
After the sale, I participated actively in the integration work and helped ensure a successful transition from the entrepreneur-led business to the international group structure.
The result
In just four years, Appliance was developed from an entrepreneurial idea into an international business with activities in several countries and an attractive market position.
The business was successfully sold to an international strategic buyer, which continued and integrated the business into its global organisation.
My role
- Co-founder
- Majority shareholder
- Managing Director
- Responsible for international expansion
- Responsible for the business sale
- Active participant in the post-sale integration process
What does the case demonstrate?
The Appliance case illustrates the experience I bring to working with owner-managers:
For many owner-managers, a business sale is not merely a transaction, but the culmination of many years of work. The Appliance case gives me a personal perspective on the considerations, opportunities and challenges owner-managers face when developing, scaling and eventually transferring their life’s work to new owners.