Executive Vice President of Swedish Match AB since 2005. President of North America Division since 1999. Joined Swedish Match in 1975. Member of Group Management Team since 1999.Born 1951, MBA.
After 30 years with Swedish Match, Lennart Freeman refers to himself somewhat in jest as part of the furniture. Admittedly, he is a long-time company veteran, but his career can scarcely be described as stationary. Lennart has served as President of the North American Division since 1999 and a member of Group Management. And since 2005 he is also Executive Vice President of Swedish Match AB.
9 Feb, 2007
How did you come in contact with Swedish Match?
"I went to the Stockholm School of Economics and after graduation was hired at Saab in Nyköping. But I had a longing to be back in the capital city and in 1975 responded to a Swedish Match recruitment advertisement for a trainee. There were numerous applicants and only one would be selected, so I was overjoyed when I was selected for the position."
You have been at Swedish Match for more than 30 years, how do you stay motivated?
"First and foremost, I truly like the company. Dynamism reigns here and during my employment much has happened within Swedish Match and in the world at large. Just consider the change in attitude about tobacco compared with 30 years ago; it is very exciting conducting business in such conditions. Personally, I have also changed jobs and locations regularly and, in this way, been presented with new challenges within the same company."
Can you describe a typical workweek?
"No, not really," Lennart laughs. "There is of course a great deal of travel and I am at the office a maximum of one to three days a week. I try to meet customers and retailers as often as I can, then there are of course conferences, our own sales staff here in the U.S., distributors, marketers and employees who must be allotted time. My method is to be as outgoing as possible in the organization. With the modern technology, I need not be in the office all the time, and can focus on the key face-to-face meetings."
Can you describe your role in Group Management?
"As head of Swedish Match North America, the task of being business expert for the area is of course clear. Personally, I am still full of questions, and consider it important that all questions on the agenda be examined from all viewpoints. Moreover, I know the company inside and out and have a strong feeling for Swedish Match, which I attempt to contribute in our discussions."
Do you take much notice of the public debate about tobacco?
"Here in the US we are trying to initiate a debate about moist snuff, to be able to advance the health advantages compared with smoking, so in a way public discussions can be to our advantage. Legislation pertaining to the use and even the marketing is so much more stringent now, with more of the same expected. Conversely, I dont sense the same questioning attitude regarding our products as was the case previously. If I talk about my job at a social gathering, I don't automatically find myself in hot water as was perhaps the case in the 1970s."
Were you point to something at which Swedish Match excels, what would it be?
"During my career, we have always been good at delivering in accordance with the often high standards placed on us by various external parties. Swedish Match is a company that has managed to adapt in pace with the world at large and our customers, and this is a success factor. We are also very adept at conducting business and taking care of our employees - when employees are happy, remain with the company and continue to develop, this increases the companys chances of success."
What could Swedish Match do better?
"Everything, of course," says Lennart. "The day that you stop striving to improve is the day to stop doing business. More specifically, I believe we can focus even more on how we communicate the goals for how the company should function and develop, the manner in which we illustrate and elucidate this for employees, customers and shareholders, all this to increase involvement in, and an understanding for, Swedish Match."
What do you think characterizes strong leadership?
"I would summarize good leadership in one word: communication. The ability to listen to the employees, to meet them in everyday situations, to convey a picture of where we are going and to get everyone on board, this I believe is the key to success. You should not be reluctant to disclose your plans, one can be open about planning, and if some aspects are confidential, this is accepted. Personally, I like being visible as much as possible, and to hold so-called Town Hall Meetings each quarter, to write in our magazine, to provide a well-used question column in our internal portal and to prioritize personal meetings. In my early years here in the US, I also held round-table meetings, in which many proposals for change were presented, proposals that to a great extent have now been implemented. To proceed from words to action builds trust and credibility."
What are your personal driving forces at work?
"Curiosity, the will to continue developing and moving forward, the opportunity to work with interesting people and in various cultures, to be able to influence and to see my thoughts and ideas realized. Then, it is of course always inspiring to really succeed with what you have undertaken."
What the major challenge for Swedish Match in the coming year?
"We must continue to be a driving influence in our markets, to increase sales and continue to increase profits. I can see that there are major opportunities for us in North America."