Ten Years of Cooperation and Optimism for the Future

In Paid Collaboration with Knowit Defence Technology: Stefan Palmgren is the CEO of Knowit Defence Technology and a former naval officer. In FSN Perspektiv, he reflects on the company's first ten years and the personal journey that has taken him from the Swedish Armed Forces to the business world. He highlights the importance of collaboration, broadened competence, and openness between different parts of society to meet future defence needs.

By Stefan Palmgren, CEO Knowit Defence Technology

This year, Knowit Defence Technology celebrates ten years. It is an anniversary that provides an opportunity to pause and reflect, but also to look towards the future. During this decade, we have been part of several crucial projects and deliveries to authorities and actors within the defence sector. For me personally, as I lead the operations today, it is also a reminder of the journey I have made and what has shaped my view on collaboration, competence, and development.

My background is in the navy, where I served as an officer for thirteen years. That time deeply influenced me—not only as a leader but as a person. Working daily in environments where trust, endurance, and cooperation are not just values but the very foundation of operations gave me an understanding of what it means to build and maintain capability.

After my years in the navy, my path took me to roles in civilian sectors—as a project manager and leader in the transport industry, and later as a consultant in various contexts. Moving from defence to civil society and then back has given me a particular insight: we develop the most when we allow different experiences and perspectives to meet. This applies to individuals, but also to entire sectors.

When I started at Knowit in 2016, first as a consultant and later in leadership roles, it was precisely this combination that appealed to me. Here was both a deep understanding of the defence sector's needs and a culture that welcomes impulses from other areas. Since then, we have contributed to several projects that have strengthened Sweden's readiness—solutions that combine technology, process, and human capability. It is not always the most visible work, but often the most crucial.

That is why I am convinced that the key to future defence capability lies in collaboration. Not only between authorities and industry but also with academia and civil society. We need to open business networks and collaborations that allow knowledge to flow between different actors. We need a culture that sees the value in people with different backgrounds—engineers, project managers, technicians, and strategists—contributing their unique perspectives.

Competence supply is one of the most critical issues we face. There is no shortcut—we must both develop our own employees and simultaneously attract new talents. Here we must dare to think broader than traditional career paths. The defence sector benefits from recruiting competence from other industries, giving younger employees responsibility early, and building a work environment where people can grow long-term.

That is why we have started the training programme New to the Defence Sector, where we offer a unique platform for knowledge development and collaboration—regardless of background. The programme fills an important introductory function that is currently lacking and provides a fundamental understanding of the defence sector's structure, technology, and culture. The initiative has also been recognised at the European level as a good example of competence supply within the defence industry. Through this, we want to contribute as a strategic and socially beneficial partner with the ability to combine technical expertise with long-term competence development.

This is also something I have seen in practice. Over the years, I have worked side by side with colleagues from vastly different backgrounds, and time and again, I have seen how diversity in experience and perspective becomes crucial in finding the best solutions. When we combine operational experience from the defence with technical expertise from industry and research power from academia, we do not just build systems—we build a resilient whole.

For Knowit, this is not just a strategy but a part of our identity. Celebrating ten years is not an endpoint but a milestone on a longer journey. We know that the coming years will entail increased demands on delivery capability, faster adaptation, and greater pressure to find innovative solutions. It will require courage—to open up, to think anew, and to bring forth the next generation of leaders and experts.

As a leader, I am proud of what we have achieved so far, but I am even more curious about what awaits. I believe in a Sweden that not only manages its defence capability but develops it through collaboration, innovation, and people's willingness to contribute. My experience, from the navy to the business world and back, has taught me that the future is not created by a single actor. It is created by people who dare to collaborate, who are curious about others' perspectives, and who never stop developing.

As we now step into the next decade for Knowit Defence Technology, I look forward to continuing to build on that foundation—together with our customers, partners, and employees. For me, it is not just a question of technology or deliveries, but about creating a sector that is strong enough to meet tomorrow's challenges and open enough to welcome future opportunities.