Over the past decade, the Swedish HG company K360 Nordic from Uppsala has not only grown in size – it has also changed the way it works. The result is clear: a fivefold increase in revenue, growth from around 40 to 80 employees, and at the same time stable profitability.
K360 Nordic primarily operates in tiling, construction contracting, and building services. Its projects range from surfacing work and renovations to service, maintenance, and specialized projects for businesses and the public sector.
Behind the numbers are clear governance, focused efforts, and strong routines, combined with clear responsibility and ownership among employees.
The company’s management system brings together documented processes and fixed routines, helping ensure that project managers take responsibility from start to finish. Each project is carefully assessed with a focus on quotations, pricing, and risk.
In addition, the company conducts monthly profitability reviews for all projects, where hours worked and financial deviations are reviewed openly. This provides early insight and enables adjustments throughout the project. Over time, these ways of working become a natural part of everyday operations.
– Our ongoing reviews ensure that we always know whether a project is profitable. It keeps us sharp and gives us strong control over performance. At the same time, it creates responsibility and ownership among our project managers and other employees, as everyone follows the results and can act accordingly, says CFO David Blomster.
– When you have these fixed routines and processes to rely on, it becomes easier to be flexible. They provide a clear foundation that allows us to make adjustments during the project without losing overview or control of the individual project, he adds.
The combination of fixed routines, documented processes, and a diverse customer base has enabled the company to maintain relatively stable results in an otherwise highly pressured Swedish market.
To turn the company’s strategic goals into concrete actions, K360 continuously follows up on development plans for the entire business. These plans include specific targets for revenue and earnings, which are evaluated on an ongoing basis. According to Johan Sunnerstam, Business Area Manager Construction & Project Manager, goal setting and follow-up create a shared direction:
– We believe in setting ambitious goals. When you aim high, you increase your chances of achieving them, as you have a shared direction based on concrete action plans.
Follow-up and sparring from Håndverksgruppen have been an important part of the work, contributing practical support and management engagement.
– It has been a positive experience working with development plans together with Håndverksgruppen. Strong follow-up and management engagement create the necessary engine for progress, says Johan Sunnerstam.
With a focus on routines, ownership, and continuous development, K360 Nordic is well positioned to continue its growth – without compromising on quality, profitability, or employee engagement.