Thomas Enderstein

"After just a month on the job, he sat at his desk in Hötorgsskrapan in central Stockholm one day when Erling Persson appeared by his side. Erling Persson looked down at Thomas, placed a car key on his desk, and said, "We're having a crayfish party in the countryside, and I need crayfish. The car is in the garage." "My task became to go down to the garage, take out his large Mercedes, and drive up to Östermalmshallen to enter one of the fine fish and seafood shops there. Retrieve the ordered amount of crayfish and then drive out to the summer place in the archipelago on Värmdö." Even Thomas Enderstein, with his degree from the School of Business, Economics and Law, had to be a gofer when the great leader called. "That was typical of Erling. He knew I was new. He wanted to test if the young lad could handle it.""

"- Outside these doors, it's none of anyone's business. To succeed here, you have to follow the unwritten rules, Thomas Enderstein explained the thinking. One should not talk too much with each other at all, problems were solved with the closest colleagues. No after work. Outside the company, one did not socialize with colleagues. According to Erling Persson himself, it was out of consideration for the staff."

"He would often visit Germany, at least once a month. He just showed up at the office, completely unannounced. He had taken the morning flight from London. With Erling Persson present, things happened immediately, Thomas Enderstein explains. If the management in Germany had requested additional supplies, it could happen that the Sweden office said no. "You have enough relative to the sales," they thought. But when Erling Persson called and said that the warehouse was empty, they sent supplies immediately. No discussion."

"In February 1985, 68-year-old Erling Persson transfers a large portion of his shares to his son Stefan Persson, now 38 years old.[39](private://read/01jas9tvg84jycb27616w1f9k8/#note-39) This means that the son, as the majority owner, can theoretically make decisions alone at the shareholders' meetings. During this record year, Erling Persson also leaves H&M's board. In four years, with Germany as the driving force, the company doubles in size. However, the German managers unexpectedly resign when they feel that Stefan Persson does not want to share the profits from the successes, Thomas Enderstein tells."

"- Because he did that, he gained great respect among the store staff, Thomas Enderstein explains. "The very Erling Persson comes and looks at our display window." The success in Germany was precisely because we had the combination of Edgar Rosenberg and Erling. With support from Erling, I could also push things through on the purchasing side. Change the assortment."

"Thomas Enderstein describes an extreme drive from the owners to constantly make better and better deals. One was never good enough."