Author: John-Ivar Eidsmo

It starts quietly.

A cup of coffee at home. A few calm minutes before the world fully wakes up. For Michaela Runeberg, the morning isn’t just a transition — it’s a deliberate landing.

«I need that small moment before I step into the day,» she says. «Health comes first. Physical and mental.»

Then she goes to work and runs a technical company in a volatile market. The contrast isn’t as big as you’d think.

The marathon mindset

Not long ago, she ran the Stockholm Marathon. Full distance. With two torn ACLs behind her.

«I don’t really have a marathon body,» she says, laughing.

But she has a marathon mind. The patience. The ability to hold pace over time. To push through when it gets tough — without giving up. She’s brought that same mentality into her leadership.

Her company has been through some brutal years: the ripple effects of Covid with customers going quiet, component shortages, and revenue dropping faster than costs could adjust. The financials looked grim.

But Michaela refused to lead from a place of panic.

«We had to focus on what we could actually influence,» she says.

While revenue fluctuated, they worked systematically on improving operations. The numbers beneath the surface started moving in the right direction. Workplace satisfaction followed.

«You have to see the full picture. Not just one line in the accounts.»

Today, the order book is stronger. Revenue is up 10% over the past year — and the organisation is on firmer ground.

«Getting here has been a team effort. We have people who want to be here and who enjoy their work. You can feel it in the deliveries,» she says.

Quietly upbeat. And clear.

Michaela describes herself as «quietly upbeat.» Optimistic. Engaged. She likes pace and momentum. But she’s also learned to recognise her own limits.

«When it gets too much, I need to close the door. Literally.»

She’s seen what happens to people when the tempo, expectations and culture become too intense.

She was extremely performance-driven when she was younger. Studying, working, always proving herself.

Then came a shift. A period of new perspectives — partly inspired by a week at a Buddhist temple. A realisation that self-worth isn’t only found in achievement.

«I put less ego into what I do now. That makes me more grounded.»

It also makes her clearer. She’s goal- and results-oriented — but in a sustainable way. To her, people and numbers aren’t opposites.

«I want to hit the targets. But I want to do it in a way that lasts — for both me and the organisation.»

Communication as competitive edge

Ask her what sets the company apart, and she doesn’t start with technology. She starts with communication.

«Products matter. But communication builds trust when things go sideways.»

Especially for early-stage companies, the partnership is as much about advisory as it is about production. Asking the hard questions. Being a critical friend. Helping them avoid mistakes before they get expensive.

It’s in those relationships that she finds the most energy. On the production floor. In conversations with colleagues. In the small wins.

«One extra order. Slightly better delivery precision. Small steps forward. That genuinely makes me happy.»

The marathon might be a fitting metaphor after all.

It’s not about sprinting from the start. It’s about enduring. Adjusting along the way. Celebrating the small kilometres. And knowing that you can be both ambitious and kind to yourself at the same time.

If she could send one message to her 25-year-old self?

«Be kinder to yourself. Accept help. Talk more.»

It’s advice she lives by today.

– We’ve never chased quick wins or shortcuts. Every year, our ambition is simply to get a little better – across many areas at the same time, says Magnus.

– We can’t match the resources of the big clubs. We can’t buy the most expensive players, and we don’t have the same access to talent that bigger cities do. So instead, it comes down to working with the people you have and creating an environment where they can grow. Players who might not stand out individually, but who together have become an incredibly strong team – one with genuinely world-class cohesion,” he says.

More in common than you’d think: football and industry

Magnus took on the role of chairman at Mjällby in 2015 – the same year he stepped into the leadership of Alvi Group. He sees more similarities than differences between running a football club and an industrial company.

– Whether the tool is a football or a machine doesn’t really matter. It’s about a group of people trying to achieve something together. You do that by taking many small, well-planned steps in the right direction – every day, every year. Eventually, the results take care of themselves, he says.

The numbers back him up. Since 2015, Alvi Group has doubled its revenue to around 60 million euros. Profits have gone from hovering around zero to around 5 million euros per year.

– We deliver more and better for our customers, with the same number of employees. Some of that is down to investments in new technology and automation. But most of it comes from a philosophy of continuous improvement that has become part of the company’s DNA, he concludes.