Lena Hasselborn: Welcome! This is the for those who own and run a company and want to develop as an owner. Lena Hasselborn and in this episode we will talk about courage, family and finding your right role. He has studied music production at Brighton, worked as sound technician at Radio Roslagen, to then, with the wings go to Vädö, north of Stockholm and take on the job as a gardener. He has climbed both tractor tracks and hills, but also on career ladder and is now a CEO and shareholder of the Wäddegård Smeeri. Welcome here, Johan Fransson-Edlund. Before we go in and tell you more about what Wäddegård Smeeri is and what you do, want the listeners to get to know you little better. So I'm to ask you five short questions. Are you ready? Very ready. Morning person or evening person? Evening person. It's very hard to to in evening and very hard to get up in morning and that's a problem when you milk. What do you want to when you're little? farmer. That's it? Yes. Are you an adult? Yes, or it's an old farm, was my grandfather's but my parents sold it before I was born. I'd a church away. Okay, what do you to be employed or a businessman? Both. But it might be to be businessman. Is there any advice you've received during your life? My mom is very hard to... good woman, she's always said, stop whining. I think you should take account in life, you don't have to whine. Just do Do you a motto in life that you live after? No. You're with the shoppery. The shoppery is the point. It's about, I think it's your role as to get your arms it and really just get going. Yes, it's also very good family that I live and work with here, my dear Frus family. It's also lot, not so much around, but you just it and it's pretty cozy. It suits me. I think we should start from the You studied music production at Brighton, you worked on the radio Roslagen, then you up as a gardener at Vädde. How did this happen? It's a bit longer in the chain, but was somewhere in my teens. You don't want to at you want to to the cities and something cool. I've liked technology and I think it's fun. I cables and sound, I thought that was fun. Moved to England, did that, came home and then sound technician. Maybe not a future profession, but a little a And then I got a Stim for few years and worked there, but then it more office work. It works for me. I like technology and like to find systems and solutions. I did like it there, but it's pretty instinctive. I a flat and was to Stockholm. Then I a interpreter to some American relatives that my wife had. She wanted to visit the I was out with cows for week. If you've been with cows and you're not with them, you miss them. I went to my mother-in-law and grandfather Hass and Yvonne and asked if there was possibility for to get job in the They said yes, so that was nice. And then that road down. You came to Vädergårdsmirja around 2016? Yes, Cissi met in the early 2010s, we've working on the on weekends and on weekends, so that's when we started up the ice cream shop and worked with DI. So we've always been here on weekends, evenings and weekends, but all the time in 2016. And your grandparents, you mentioned, Hasse and Yvonne? They started this industry about ten years earlier, think around 2005. As I understood it, realized that they would need to the number of from 100 to 200 to get profitability in the whole dairy production. I think it's so cool and inspiring that to become a really good company, takes courage and creativity. That you dare to think new, to keep up with development that's happening around us. I'm we should talk about innovation later. But what Vädegårdsmeeri? What kind business and sortiment I think that they had done the journey through agriculture. They knew what it was and felt that it might not be what they wanted to all their lives. But then it bit of I've always been interested in meeri and thought it was fun. They took inspiration from Jämtland and thought that a farm-mining company would be to build. We have so many summer guests out here, so it should work. In 2005, the farm-mining company was finished. It was just a They did the farm, lagoon, everything on the day time, and afternoon they dived out and into the mining company. And to evening time. You didn't any employees then? No, they had a few people who helped them on the But it was like on and a little help from Sven. Henrik of course. But otherwise it was them. And then, day a week, Hasset to Stockholm with a bag of cheese and knocked on the And they started selling to shops and restaurants. And then it As I Vädde is a summer place for the Stockholm, I was to say. I usually say that the is a bit in the summer when everyone is coming out. But then Hassuvon wasn't afraid, so when they came to the with Irit and went into the shop and bought some cheese, they put up coffee tent outside the and sold them cup of coffee too. And they there is a possibility in So then they up a cafe next to Irit two years later. And then became a farm with a small café. then the daughters started in that. I've been with them summer and all the time. So then work with large part of family in that. And then you products like that. And Sissi thought was fun with glass, my wife. So had a glass kiosk in Norrtälje. And then we building permit for three sailboats down by the So we said that it should be a glass restaurant where we serve the big glass bowls. And then Elin Sissis' sister said that it would be fun to start a restaurant in that sailboat next to the glass kiosk. We yes, did. We were forced to I bought it from the and we were to our own cheese. How do you your own cheese? A beginner did it, so it wasn't in Sweden. So we had develop that. And then people started around... This was around 2014. They these tough beginner guys who had tattooed arms. They got new guys who had cheese. So they called us and said, I'm going be the world's best beginner. I want to your cheese. Then they got to do it. When we developed the cheese, we a machine that was meant to make mozzarella cheese. We've doing that That's fun. This year we're a pizza restaurant next to the ice cream shop. It's been a blast. Now we the the meadow, the café, the kiosks, three of four And then we have a glass restaurant, a burger restaurant and a pizza restaurant. At each episode I have something called the owner's And then I to some kind of facts, can be statistics or something like that, the companies that I find interesting to discuss and reflect little bit around. And today I want to family-owned companies, just like you. There are about 150,000 family-owned companies in Sweden. They contribute about a third of all funding and BNP in So that's large part of the Swedish companies. What is a family-owned company? It is and run by one or more families. It is as a company where least 50 % of the belong to the And where family members have an active influence over the business, just like you. And even though we have many big global family companies in Sweden, think for example of H a larger part of these small companies And you are such a lovely family-owned company. I think that will be a theme for this episode. Because except for the Hasse and Yvonne, Weddergårdsmirie today. You have a share, but then the three daughters are Elin, Ulrike and Cecilia, your wife. I was you've in this family for while now. What do about being a co-owner and working in a family-owned company? It's fun to that it's creative, it's high-level, and it's an ongoing project that everyone is passionate about. And that's something very nice... It's something on the kitchen table that is wonderful. And there's the backside of maybe not always having talk about milk and cheese, but there's the that it's everyone's interest and biggest hobby, that's what we have. It's big passion for you. Yes, indeed. And we have it together. And that's also something that everyone can connect with, everyone lives for. So it's still very nice. And I think it might not be as well-formed as other good companies. I noticed this, we had lunch before, you were on your to a meeting, we had a meeting with and you come back, now we've made this decision, everyone's settled, okay, let's move on. You can take a lot around the as you mentioned. I have experience working 20 years as a reviser and advisor, a lot against family-owned companies, and a lot the JAS is the strong cohesion. You have the same ambitions, you want to this, it becomes big passion, which often gives clear values. You may end up with long-term decision. I know that Hassurban wants this to continue even to next generation, so not short-term. You try to sensible and think long-term. You said there could be disadvantages, and one of is the risk of conflicts. I think we might go into that a bit later, but it can create hardships. Who has what role, and can be the over someone. But the faster decision that we made that you can take something for lunch break, and move on. It's really sad. We've become so many people working. We're 16 full-time employees. We're closer to 20 now because we have increased production. In the summer we employ over 100 summer workers. Everyone can be moved by that. A plan in May, then in July. Maybe it was that they had come up with a different plan and that implemented. And then they really communicate around the kitchen table the whole way out. then suddenly I well, how did it The sprituality that also belongs to. That's a back side. That everyone has the same amount to say to them, so speak. And I think that has been our strength in growing. That everyone has been to... They make decisions that are best for company and the best for the occasion. In previous episode, episode 3, we through the seven steps The first step is about roles. Understanding and distinguishing the roles you in your company. Most owners in these smaller companies are both owners, can be a supervisor. Often you a leading role and are operational in business. You're does the Johan, you're the owner, you're the CEO, you're working as as well farmer, as you mentioned. How do you about all these roles? Can you keep them and give them enough time? Or is it just a big chaos? Often a big chaos. What I'm good at is working until it's done. That's what I as a strength. My bad side is that I'm too optimistic about and I think I should be to more in a day. Today I have example of having afternoon milk and last week have been whole day is full of things I've promised to different meetings, here and do podcast and stuff. I should have called Eva, my switch in the law, and that you could take the I haven't done So that's a bit of me. And that's just my own fault, because I don't have a good sense of my own scheme. And that's a running discussion I have at home. This with the Yes, exactly. Then there's something we're to get better at as a family here. It's an active decision that we made two or three years ago. Because this is to grow so much all of sudden. And then we said that we either choose to be in this, let this grow and see what it can become. Because everyone loves the and sees potential in it. But then we also have to, like... We can't take decisions and it's just a social issue. We have to structure ourselves. We had before, but we've made a conscious push to that we should have a management team, a management board, a management group and different departments. That's how we're work. Okay, how do we that? Step one is to contact Lena, she helps us with formalities. Step two, we need a board, so we Lena and she helps us. We also to different people we think are good. We get in a bit external. We feel ourselves knowing that if it was the family in the board, it would too difficult to change the outlook. and don't see the of the board directors and the of production, and it's a set of It's the same people in both, and then go between the like a clockwork. If we have external people there, then get different experience. And then we say, now we're going to the thing with the team. We're going to some external expertise that knows things from other industries that we don't know. and get that there. And will help the management group as well. So that has been conscious push to help us structure it. And that I personally can be bad at that sometimes, that's something else. And it's about two years ago that you started to take this structure a little bit. know that some people describe it as that you go from owning house, to owning company, and I think it's really smart, just like you're in on it. Because I notice that... Many companies of this size that have this challenge that it's the same person who owns, controls, leads. And even though you might try to keep the different forums different meeting forums, it's incredibly easy to mix these questions randomly. And most them, as I guess, you and me, Johan, have a time And what happens then? Well, then you all the operational stuff, what should be solved, works. And these more strategic, long-term questions. You always to shift or postpone them until next meeting. You don't really the power to get a strategy. You the right thing. You took out the owner's directive, which you started with a while ago. I don't know, maybe knows what an owner's directive is. It doesn't have to so complicated. It's a document where the owners come together to find what the owner's will What do we with this company? What we want in the long run? What's important to us? What of values should What kind conditions should we I'm curious about the process of an ownership directive. I know you had a consultant. Was it difficult to bring the family together to the first draft of ownership directive? It's hard. It's easy to work on But then when someone asks, what do you What do you feel in your heart that you want? Is it best to be employed or businessman? I've thought about it. I don't know what I want. What a big question. It's really hard to get in It takes time to just open up the parts of your head. Wait, what do I want with this business? I don't want to food on the Yes, I do. I can probably cook on the in another way. Why is it supposed like this? That's another reason. And then you start to get through it. It's probably a personal journey into yourself. And have five people, six people who are to do this together. And then some take a little differently, seriously at different times, on how much stress you have. And then come back after few weeks. and have some kind and then you raise your hand and say, hey, you know what, I should have said a few weeks ago, but I think it's like this. And I'm very guilty of that. That you shoot things up for last minute before you start to think about it. And you mentioned that step two, if you did it completely right, was that you started to over the board. And then you came to conclusion that you would take in, in your case, three external meetings outside the family. How did to that decision and how did you get going when you chose us three? I've been working for a while now, so we had contacts that a little bit, but the other two, how did you get going then to choose them? Well, it's a bit of the contacts that have been the whole trick. Because we know each other so well, so we know that. For this to happen, so close, partly so that it should happen. We someone to come to the and say, now I'm here and we have a Otherwise, it's like you say, ⁓ we can't that right now because I'm going to Xyz. So then it's off. And the way it gets off is to book someone who actually here. So then you to take responsibility for that person. That takes everyone seriously. And then we want to competence that... We are good at what we do, but it would be fun to get in people who have Something we are weak on. One thing we were talking about, which can be a challenge for family companies, is, as is your case, you are the your wife, Sissy, she is in management group, so indirectly you are the boss over her, but on the other hand she is the CEO and and that way she might be higher than you. How do you this situation? I have never experienced it as problem, because we have lived together for long. There's nothing we don't talk about. And it's also... I don't I don't think any of us sees it in hierarchies, but rather in roles. I hear a about it to be obedient, maybe listen to others. I also that I got to know your family, it's very prestigious. It's not like, now you the role then you're worth more than everyone else. Everyone is incredibly important in the regardless of what role you have. And everyone contributes to common ambition. And I think what I've heard is that what's important is this running communication. That you that someone is to cut something, that you it right away. The result of what you've learned is that you've grown incredibly much since the of the In 2012, 12 million, and 2005, over 60 million. You've involved bit in this time with Struktur and Svl, but what has made this development It's really a journey. We do everything ourselves. It's been our strength all along. If we were do something, we'd make a burger cheese. I take it as an example because it's been our locomotive. We don't another manufacturer and them to make a burger cheese for us. We invent a system that makes a burger cheese. That's very energy-intensive. But it's incredibly fun. In everything we do, we try to away from it. But like to invent the We can do ourselves. It's supposed be fun, So you do it yourself. That's a bit like And then there's also the question of control. That's one thing. And it's also something that has been a challenge in growing. we're of... In first place, it's the that we think are fun. The agriculture and having cows and the whole chain to have their animals. take your calf and then it a really nice milk cow. And then from this really nice milk cow we can get milk, cheese, butter, rub. What you hunt is the nice fats and proteins that carry so much good taste. We want keep it going and keep all the control. And then you Then away a step of control. And you again. Then take away another step control. And that's... It's hard to grow. God, we've been for hours to get these 150 kg of today. And then it has to be handled in a respectful and good way. And then you to trust those who you in here they do that too. It doesn't to be hard, but it's unheard You mentioned Hasevon, and that they realized that to get a good salary, they had to do something new. I'm about business development and stuff. What do you about that today? We've always just been like, what's fun? What feels fun? If it feels fun, it's something you want to time on, develop and stuff. And then maybe you haven't made money on the first time you're it. These first... The cheese cubes that we got out that we hand packed in plastic and labeled and we were chopping everything by hand. ⁓ my god, are we doing with that? We can never have gotten the money that the cheese cost to produce. But if you think it's fun and believe in it, then you invest, you find a better way and it gets better. Our compass has been like this. We should think that it is something that is like make the and the animal right. And then we think that it's a fun product. And then the product must also be so good and good that think that others can accept or buy it. And that's we work with it. Now we're starting to work in a product gang that's like, but we need to a novelty on the shelf. What could be novelty? And then you work on something else, maybe and it in more structured way. And we've started that this year. So I don't know how it will go. It might go really well. We'll get thousands of new ideas. Or it's not how we work. We have go back to getting things done after work and mix it in the background. I don't know. I think it's important to find a balance, but you still feel the creativity. that it's fun and at the time that you become structured and professional, because it's just you and your anymore, but more more people out of But I think it's so wonderful that you really value having fun and that you want prioritize different types of things for your visitors and customers so that they get a wonderful experience. This is something we also talk about at board meetings. I think many listeners can be inspired by this. To run a company is not just about building strong companies with good development and good profitability. It's actually as important as having fun along way and stimulating it. There's lot of time and commitment, sweat and tears. You put in your business, so it's important that you really enjoy it. I think that's to the marketing. You do lot of different activities and I find this highly fascinating when I get know you. You a YouTube channel that I think we can link to later so you can all take part in it. And you are highly involved there, mixing with tractors. Then during the you have an Easter egg hunt out here on the You have a cow shed. And it's not one or two visits, but thousands of visits. A of people just to make sure there's no and so on, so there's chaos. During the you Kosa Faro, I know that you almost took Sverfar Hasses record this summer, it was close. And then during Halloween there's ghost hunting, it's like mom and dad dressed up in ghosts and stuff, everyone's involved in this. Also, here, if you visit you can see a nice photo from the couple, they've visited you here. I've really learned... I've to understand that the and the visiting industry are incredibly important to you. A is happening and so on. And I think, I can almost guess the answer, but for the you had any strategy around this or has it just grown organically? With the business, we working it. No, absolutely not. It's really just like that. Well, cow release is like a self-evident. People come out even without having to announce it. But the cowshed has been a permanent point for many years. The cowsafari started earlier, in 2006. And it was also a like that, then no one really in sitting on your cart and looking at cows. They would stand in the middle the and look. But no, people are interested. People have come so far from the so seeing a cow is a bit exotic. Which is strange when you're an And then it's just... Well, if we say Halloween, maybe the foundation is... It's fun with Halloween. So, you start there. Is it fun? Yeah, it's fun. Okay, a plus side to that it's fun. These expensive buildings that we've down by the they're empty all year. We have no other than the holidays. Then might be fun to have some ghost... ghost party down here. Yeah, slow and steady. So then everyone got dressed and we did a ghost walk and we did the menu and did this. And becomes... It happens because it's fun. There is one of these. It would be good to do something that increases the season of course. But... I think it was fun last year, and for first time in a long time bit good at counting everything we traded for this sewing machine in form of clothes and clothespins and doing with new ones and everything like that. It costs a little more than what we earn by doing these things. But I also think that you can put it on marketing account, that this is also a way to show that we exist. There are lot of visiting us. Egg hunting is the same thing. We give away ice to all the kids who come with an egg and then we out and hide the egg. It's done to have a product that we make money on. It's more to have some activities that draw people to the and that's fun. The to question, how do you these things? You want to do something, and think it's fun to take advantage of the resources you have. And you see that it gives effect. We talked about it the today. I mean, YouTube channel that has got more more listeners. That means that people come pretty far from other cities to come here and meet you. You've become a celebrity, but also at a hamburger place like... that are in the top ten in Sweden and on, and get this experience as You're very in fun, it's fantastic. But I know that we external people in the usually challenge you a that it's okay to have fun things. But we can't just guess, is this a thing or not? So during the year we've gotten a lot better at this decision-making. When it to management issues, which are very operational, but when it to management issues, we make sure that is a well-founded basis so that we can know if this is for the best or not. I think that the joy that you feel really to your visitors, and I think that's a key to why it's going so well for you. I hope so. It would be a shame if were go so much better if we just sat and wrote in Excel. I think we're to close, but if you had dream for five or ten years, I understand that the plan is not yet completely concrete, but is something you see there that you can share with What would you like Wädegård to do in five or ten years? Personally, I'd that we have strong, life-threatening agriculture and have our nice cows. Good visitation. We might have opened up a new kitchen. I don't good answers, but I have a of that like. That's where you end up. It's just that everyone in the thinks the same thing is fun, then good things Thank you, Johan, sharing your experience from the hall to the CEO. It's a great proof of what happens when you your role seriously and start owning your company. I share with you an owner challenge. think that today's that will help you develop as an owner is about the same question I asked Johan. If you had dream five, ten years ahead, what do you your company to be for companies then? If you want to the next step and start working specifically with your role as an owner, I want to you to the owner's residence. 22nd of September, three free digital workshops where you can go from working in company to being an owner. You can in description. And please Väddegårdsmeeri. They are on all kinds of social channels, YouTube for example. So please them and you'll see what the Edlund is up to. is on the With that I would like to say thank you so for today. Have a nice week and remember, working in the to owning it. you you Now the time is in me, now you it for granted Now it's time to step forward Feel proud and no shame Now it's time to stop hesitating I'm not lying, it's time to own So