Promoteq has appointed Mathias Krümmel as its new Chief Executive Officer (CEO) and Group President. He brings a military officer background and extensive experience in senior leadership roles, and joins the company at a time of increasing demands for robustness and regulatory compliance.

What is your background?

I have worked in senior leadership roles for more than two decades, primarily in environments where delivery, quality, and execution are absolutely critical. I come most recently from the role of CEO of DHL Freight Sweden AB, and have previously served as CEO of PostNord Sweden AB. I also have a military officer background, which has shaped my approach to leadership: clear accountability, structured execution, and the ability to make decisions even when not all the facts are available.

The most concrete lesson I bring from that experience is that delivery and culture are inseparable. You can have processes and systems in place, but if people do not understand the reasoning behind them and follow-up is unclear, you will still end up with rework and lost quality. I carry with me the importance of having a small number of clear priorities, consistent follow-up, and catching deviations early — that is how you build predictability for both customers and employees.

Why did you choose to work in the defence sector?

The security landscape has changed, and that has elevated supply capability, robustness, and delivery reliability to strategic issues. For me, it is about responsibility and contributing where it truly makes a difference. At the same time, I see an industry that is professionalising rapidly, with growing demands for regulatory compliance, traceability, and quality. These are areas where I have experience in building structure and execution capability.

What drew you to the position at Promoteq?

I was attracted by the combination of a strong foundation and a clear opportunity to take the next step. I saw high levels of competence, a strong drive to deliver, and a market where the need for robustness and structure will continue to grow. Promoteq operates in an environment where trust, delivery, and quality are paramount, and where requirements are continuously increasing. I also see a clear ambition to grow in a controlled manner and to build capacity that endures over time.

What pleasantly surprised me was the depth of expertise and sense of responsibility already present within the organisation, even as the company has grown rapidly and now requires greater consistency in governance and ways of working. I thrive when the mission is clear, the direction is defined, and improvements can be felt in day-to-day operations.

What does your new role entail?

It is about leading the whole. Creating clear priorities, building a governance model that enables the organisation to deliver consistently while continuing to develop, and ensuring that structures and ways of working hold up as complexity increases. It also involves developing collaboration with customers and partners, and building the competence and capacity needed for the next phase. My starting point is straightforward: professional execution outperforms ambition on paper.

What is at the top of your agenda for the next six months?

I want to begin by listening and genuinely understanding the business. I typically start by spending a great deal of time out in the operations, asking three questions: what is working, what is causing friction, and what would make the greatest difference over the next six months.

The first half-year centres on three things. Stable delivery and clarity in day-to-day operations — when you grow, that must not come at the expense of quality or predictability. Ways of working and follow-up processes that make us faster and more consistent: fewer instances of rework, clearer priorities, and more consistent execution. And the capacity and competence for the next phase — building a team and an organisation capable of meeting a higher level of demands over time, both operationally and commercially.

The commitment and willingness to make things work even when the pace is high is something that is already evident in a positive way. The challenge I have noted is that rapid growth always creates friction — more parallel initiatives, more interdependencies, and a greater need for clarity. My experience is that this can be resolved through structure without losing momentum.

What I am personally most engaged by is making day-to-day operations simpler and more predictable: fewer instances of rework, clearer decisions, clearer accountability, and a follow-up culture that supports rather than burdens. The goal is for this to be reflected in clearer priorities, shorter decision-making pathways, and more consistent follow-up. That creates confidence internally and trust externally.