Sorb Industri
Strategic Concepts & Mechanics
Primary Evidence
"After successfully restructuring Lifco’s dental division and turning around the sawmill business within Sorb Industri, Fredrik Karlsson faced a new challenge: finding growth opportunities for the new combined Lifco. In 2006, he decided that the best way to create shareholder value was to embark on a growth path based on accretive acquisitions. When he became CEO of Lifco in 1998, he had limited acquisition experience. His main task was to restructure the business and improve profitability. Although the initial years were dominated by sizable operational restructuring, he soon learned the skill of delegating…"
"As CEO of Sorb Industri, Fredrik Karlsson once again demonstrated his business excellence. When he took over Sorb, it owned a saw manufacturing business with severe losses. Karlsson’s first move was to shut down the head office…"
"Just as Carl Bennet had opportunistically acquired Getinge, he also proved his investor skills and business acumen when he acquired Sorb in 1998. The company had been a public company for just two weeks when Bennet pulled together a buy-out. The acquisition of Sorb Industri came to lay the foundation for Lifco’s diversification beyond the dental industry."
"Fredrik Karlsson’s successful restructuring of Lifco impressed Carl Bennet and led Bennet to appoint Karlsson as the CEO of Sorb Industri"