FL jubilæumsbog EN 101123 web - Flipbook - Side 97
ing years, he had plenty to keep him occupied as
the Group enjoyed growth in Denmark, Sweden,
and Finland.
“In the summer of 2020, Thorkil approached me to talk about the opportunity for
me to take over his role as CEO of Frode Laursen
in connection with his wish to step back and
instead become Chairman of the Board.”
The pair had many lengthy conversations
and then made an effort to clarify how the
interfaces and cooperation should be.
“It’s quite special and not without complications when a successful owner-manager of 35
years has to pass on the baton,” says Thomas.
A SPECIAL CULTURE
On 1 April 2021, Thomas took over as CEO of
the Frode Laursen Group.
“The transition has gone well, and I’m
really pleased with the company, the employees and, not least, the cooperation with
the owner family and the customers. The
special culture appeals to me with streamlined decision-making, a direct and informal
tone, and a strong focus on customers and
constant improvements. This is something
we must safeguard and take with us in the
coming years, while at the same time understanding how to innovate to maintain the
company.”
Thomas mentions strategic customer
focus, the green transition, retention and
araction of talented employees, and digitisation as some of several exciting areas that will
be developed enormously in the coming years.
All of which will place demands on Frode
Laursen’s ability to transition and develop.
FRoDe LAURsen HAs set coURse FoR Its 100tH AnnIVeRsARY
95
Thomas Corneliussen
