Four Years of Transformation – Max Matthiessen Under the Leadership of Jacob Schlawitz.
- Interview
In this episode, Daniel Ljungström meets Jacob Schlawitz, CEO of Max Matthiessen
This is a transcribed and translated version of the podcast Maxa med Daniel, where Jacob Schlawitz is the guest. The episode is titled "Four Years of Transformation – Max Matthiessen Under the Leadership of Jacob Schlawitz." The translation has been largely done using technical tools, which means there may be errors in the translation. The original content can be found in the podcast.
In this episode, Daniel Ljungström meets Jacob Schlawitz, CEO of Max Matthiessen, who shares the company's impressive journey from 2020 to today. It was in 2020 that Nordic Capital stepped in as a new owner and appointed Jacob as CEO — a shift that laid the foundation for strong growth and a sharp M&A strategy. Now, Max Matthiessen is embarking on a new chapter with partially new ownership in 2025.
Together, Jacob and Daniel discuss the key milestones of the past four years — from the company's expansion and successful acquisitions to the insights gained from leading a business through major changes. Jacob also shares his personal lessons as a leader and his ambitions for 2025. Don’t miss this episode, filled with valuable insights on leadership, strategy, and personal development!
Daniel Ljungström:
Well, here we go, everyone. Welcome back to the Must Podcast, Maxa Podcast. My name is Daniel Ljungström, and I’m the host of this podcast. I’m also the Chief Investment Officer at Max Matthiessen. In this podcast, you’ll meet people who help you become a better investor by increasing your understanding of various aspects of the economy.
We’ve talked quite a bit in this podcast about company valuation, the economy, various cycles, and what we see coming in the future. One of the key points we’ve highlighted in our strategy discussions is the expectation that mergers, acquisitions, and M&A activity will pick up again as the economy stabilizes.
Interest rates are falling, and we’re starting to look ahead. One of the first companies to gain new owners, at least partially, was Max Matthiessen — the very company we work for. So, we don’t have to go far to analyze what’s happening in the economy.
That’s why we’ve invited Jacob, someone I’ve worked with, which makes it a natural choice to have him as a guest on the podcast. We’ll talk about Max Matthiessen’s journey — from when he became CEO, how he developed the company, and ultimately, how the company was sold.
There’s a bit of a twist when it comes to the concept of "selling" the company, but we’ll return to that later. While researching for this episode, I did a quick Google search and found a press release from 2020.
It stated, "Nordic Capital has signed an agreement to acquire Max Matthiessen, one of the Nordic region’s largest providers of non-life and life insurance brokerage, from Willis Towers Watson." Nordic Capital is a leading investor in the financial sector with deep knowledge of the Nordic financial advisory and savings market. By further investing in Max Matthiessen's product development and expanding the organization’s capacity, Nordic Capital aims to support the company's enhanced customer offering and the next phase of sustainable growth and innovation.
One of the first things Nordic Capital did as part of this vision was to hire Jacob.
With that said, welcome to the podcast, Jacob!
Jacob Schlawitz:
Thank you very much. It’s great to be here, Daniel. I’ll do my best to speak Swedish as well as I can.
Daniel Ljungström:
Yes, and I should also mention that we now have access to advanced technology. One of the big developments in recent years is the rise of AI. AI has given us a lot of new functionality. One of those features is transcription.
So, after this podcast, Jacob, I’m going to transcribe this episode. I will then use AI to translate our Scandinavian conversation into Swenglish so that those who want to can read the episode in English in case they didn’t understand everything.
We’ll share that along with the newsletter and other content. We want to be as transparent as possible.
Jacob Schlawitz:
That sounds good. Thanks, Daniel.
Daniel Ljungström:
Jacob, let’s start by going back to 2020 — not May 25, 2020, but a little earlier than that. When did you first come into contact with Max Matthiessen?
Jacob Schlawitz:
Well, I have some history there. It was actually about two years before Nordic bought the company. At that time, I was approached as a candidate for the CEO position at Max Matthiessen.
I didn’t know if I would get the job, but I can tell you that when I understood the ambitions of the owners at that time, I decided to decline the offer. There were some people who are still with the company today who were present at that meeting. I was clear that I felt they should hire someone else who would match the level of ambition they were looking for.
Later, Nordic Capital took a closer look at what they wanted to achieve and who could inspire them. They place a lot of emphasis on trust. It’s about alignment, shared goals, and ambition.
So, I got a call from a partner on the investment committee who said, "We’ve met you several times, and we’re running a process. Would you like to participate?"
I took some time to reflect on it and to hear what they had in mind. We had 6-8 meetings, and I heard about their goals. I then joined the process and was offered the job.
It became clear that their ambition and the opportunities I saw in the market made it an exciting challenge. So, I accepted. The rest is history.
Daniel Ljungström:
For those who haven’t been part of such a process, what does it involve? Do you have to take tests or complete assignments?
Jacob Schlawitz:
No, it’s a purely social process where they try to get to know you — your values, what kind of person you are. They have a list of the traits they expect from a CEO of a Nordic Capital portfolio company.
They assess this, and it’s about building trust. They want to see if you’re someone they can rely on, not only to follow their instructions but also to have your own viewpoint.
There are also psychologists, tests, online assessments, interviews, and profiles. You can be too smart, or not smart enough, and I guess I landed at just the right level.
It was a very different experience.
Daniel Ljungström:
It sounds like you’re a balanced person.
Jacob Schlawitz:
Yes, a balanced person. But in the financial sector, it’s essential to have strong conviction. You need the confidence to believe that what you’re doing is right, even as the world changes rapidly.
Things change faster every year, so you must have conviction but remain open-minded enough to accept when you’re wrong. As Ingvar Kamprad once told me, "The only people who don’t make mistakes are those who do nothing."
Learning from mistakes is the most important thing. Positioning the company correctly is vital.
Daniel Ljungström:
How much time passed between getting the job offer and starting as CEO?
Jacob Schlawitz:
Six months.
Daniel Ljungström:
During that period, what was your vision for what you would achieve? Did you receive a business plan, or were you expected to create one yourself?
Jacob Schlawitz:
It was a bit of both. We discussed trends and opportunities.
The reality is that the world is becoming more complex, and people need more support. It’s about how we can deliver that support and guidance so that people can make informed decisions or have others make them on their behalf to achieve better outcomes.
During that period, I spent a lot of time reflecting on what kind of company Max Matthiessen was and having the humility to realize that things look different from the inside than they do from the outside.
Daniel Ljungström:
What was most surprising to you when you joined the company?
Jacob Schlawitz:
You see that some things are better than expected and others not as strong as you had thought.
One surprise was the pride and sense of unity among the team. The drive to help each other and our clients was amazing. The spirit of working together was something I hadn’t fully appreciated from the outside.
Another insight was realizing that customers were more connected to individual advisors than to the Max Matthiessen brand.
We’ve worked on this to make sure customers see Max Matthiessen as their partner, not just the individual advisor.
Daniel Ljungström:
Can you give us an overview of Max Matthiessen today?
Jacob Schlawitz:
Sure. We now have about 850 employees and are approaching 3 billion SEK in turnover. Our activity level is much higher than before, and we’ve become more dynamic.
We operate in 45 locations today, and we’ve established a presence in the Nordics. We’re one of the top 3-4 players in Denmark.
Our growth isn’t driven by a desire to be the biggest. But growth confirms two things: existing customers want to stay with you, and new customers want to join.
Also, when companies are up for sale, they want to partner with you, which is crucial.
It is also a confirmation. I believe we have spent a lot of time creating our own M&A strategy, which might not be like other strategies. I’m very pleased with what we’ve achieved in both Denmark and Norway. These are high-quality companies that all had other options — sometimes at even higher prices — but it wasn’t about the price.
Daniel Ljungström:
The company has nearly doubled in size over four years. It’s been quite a rapid growth journey. You could say that such growth can cause growing pains.
Jacob Schlawitz:
Absolutely.
Daniel Ljungström:
What have been your challenges in leading the business during this period of fairly rapid growth with COVID and so many other factors? What has been the hardest part?
Jacob Schlawitz:
The key challenge has been making it clear who owns what. It has gone much faster than we expected, especially in Denmark. The companies there are of much higher quality and have strong momentum.
You could say that the ongoing challenge is to keep up, to ensure we always have the resources to onboard companies properly, and to get them up and running under our management as quickly as possible.
Another challenge is figuring out how to implement new ways of working. It takes time to roll out offers to 160,000 individual customers or 20,000 corporate clients.
That’s a challenge where you have to keep learning and stay on track. Another challenge is dealing with the numerous regulatory changes — I can mention DORA, for example — that we have to comply with.
We have an ambition, and we live up to it well: to be clean and compliant, to be on top of things, because we don’t want to have issues with regulatory authorities.
There are many factors at play — IT development, AI, and all the opportunities that come with it. You could say that with all the possibilities that exist within our scope, within our customers, and their needs, there are more opportunities than we have time and capacity to handle.
So, prioritization becomes essential, as well as getting things done and ensuring they are fully implemented throughout the organization.
We’ve launched a lot of new products, but rolling them out to all our customers takes time. It’s a new way of working, so the challenge is to get all 850 employees on board.
Daniel Ljungström:
One of the major milestones, you could say, is the shift from being a local Swedish company to a Nordic one. It doesn’t just mean acquiring companies in another country — it also means a cultural journey.
Jacob Schlawitz:
Absolutely.
Daniel Ljungström:
For those of us who haven’t worked much with Norway and Denmark before, it’s a significant shift. How would you describe the difference between operating in Denmark and Sweden? What are the similarities, what are the differences, and what are your challenges in that context?
Jacob Schlawitz:
First of all, I’ve had great support from the fact that everyone is very friendly and open-minded.
People say, "This is fantastic, how exciting!" and they’re very welcoming. When we onboard new colleagues — whether they’re from Norway, Denmark, or Sweden — they immediately say, "This is going to be fun. How can we do business together?"
You could say the common denominator is customer focus. All of our companies are very customer-focused and customer-centric. That’s a shared worldview we have.
We’re highly solution-oriented and firmly believe that things will work out well if we want them to.
Of course, there are challenges. One of them is language, another is the regulatory environment, and yet another is the different ways of doing business in Denmark, Norway, and Sweden.
For example, a pension solution in Denmark looks different from one in Sweden. A pension solution in Norway is something else entirely. So you have to be clear about what the differences are and what they aren’t.
The way of doing business is also a bit different. In Denmark, people are bolder and more aggressive. The time from meeting someone to making a decision is shorter, and the hierarchical structure is flatter.
In Sweden, on the other hand, it’s more of a consensus-driven process. People take more time, and everyone has to be on board.
There’s a big difference between the "let’s just do it" mentality and the "let’s think this through" approach.
There are big differences between the countries, but I’d still say that the differences aren’t as significant as they would be if you step outside the Nordics — which we might eventually do.
Daniel Ljungström:
We’ll come back to that topic. We won’t drop it, but we’ll return to it.
If we look at the past five years, what didn’t go as you expected? If you could redo the journey, what would you do differently?
It’s human to make mistakes, as you described earlier. What do you regret during this period? What could you have done differently?
Jacob Schlawitz:
Many things. But if I have to highlight a few key ones, I’d say we should have invested even more early on to become even better.
We should have been bolder and more aggressive in our initial investment pace.
Daniel Ljungström:
What would you have invested in?
Jacob Schlawitz:
I would have invested more in IT, more in sales tools, more in advisory support, more in distribution, and more in product development.
In hindsight, I think we should have acted faster on the things that weren’t working. We should have asked, "Why isn’t this working?" and done things a bit differently. Perhaps onboarding and internal communication could have been better.
Daniel Ljungström:
Why didn’t you make those investments? What stopped you?
Jacob Schlawitz:
It’s about setting a plan. The idea is that it’s better to do three things really well than to do eight things halfway. That was the hypothesis.
We also had to understand our capacity. There’s no point in developing the world’s best advisory support if no one uses it. It’s better to do three or four things well and understand our capacity to absorb change.
Change is like a muscle — the more you train it, the easier it gets.
That was our thinking. There’s also an element of risk. When you’re new to a company, you don’t fully understand what risks are associated with which decisions.
What does this mean? How important is it?
Also, when I came in as a new CEO, I didn’t have any goodwill. No one trusted me, except for the owners. Building that goodwill — explaining that this will be good and showing the reasoning behind it — takes time.
So, looking back, it’s easy to say we should have made more investments. But upon reflection, I think we made the right investments — we just could have made more of them.
I think our market position is much stronger than I realized when I first joined — and stronger than Nordic Capital realized too.
We have much better customer relationships than we dared to hope for.
Daniel Ljungström:
If you look at what went better than you expected, what would you highlight?
Jacob Schlawitz:
One area where we did better than I expected was in our M&A strategy. We learned early on from observing how others do it. Out of the 45 companies we’ve acquired, I can proudly say that 42 of them have been very successful, with smooth integrations.
This has gone much better than I had expected.
Especially since many people told us, "The two biggest players in Denmark have already merged. There’s nothing left to acquire." Now, we’re one of the top two or three players in Denmark after just two and a half years.
Daniel Ljungström:
So, your M&A strategy — the way you structured it and everything you learned from it — turned out to be a major success. Would you say that’s correct?
Jacob Schlawitz:
Yes, exactly. Our M&A strategy and everything we’ve learned along the way have worked out really well. Thanks to everyone who has supported that.
Another area where we did well was onboarding customers and starting cross-selling.
We help customers in one area, and then we develop products that support them in other areas of their business.
That worked out much better than I expected.
The engagement of the staff in the face of change also exceeded my expectations. It dipped at first, but then it picked up, and things went really well.
Another success has been the return on our investments. The return period has been much shorter than we expected.
If I’m honest, we were sold a year earlier than I had anticipated.
Daniel Ljungström:
If we look at your background and experience, you’ve been a leader for a long time. You’ve been a leader in American organizations known for their culture and leadership styles.
Now, you’ve suddenly become the leader of a private equity portfolio company owned by Nordic Capital. How is it different to be a leader in a privately-owned company with an "eternal owner," so to speak, compared to being a leader in a portfolio company with a clear agenda? The goal is to develop the company, reach a certain milestone, and then have someone else take over.
Jacob Schlawitz:
It’s a lot about that. When you’re a proper manager, you have a responsibility to the board and the owners.
Previously, I had a responsibility to someone higher up in the organization who had a different agenda.
The strategy was already set, and my job was just to execute it. Now, I have a genuine responsibility, so that’s been a change.
Another change is that I never think about money for myself. It’s not important.
What’s important is that Max Matthiessen still exists 135 years from now. What’s important is that we achieve certain financial goals, but I see that as a consequence of the activities we do. It’s also about learning to follow up on the financial impact of our actions.
We always think about how the company should look if and when it’s sold, ensuring it remains in good shape and continues to thrive.
I think it’s easy for some to view private equity (PE) and think, "Now we’re going to do this and that, and we’ll be owners for five years."
We never think that way, and we can’t afford to think like that.
Because we — the employees at Max Matthiessen — are among the largest stakeholders in the company.
I think the big difference is that you need a lot of integrity. You also have quite a bit of freedom if you can prove that a particular action is good for the company's development — whether it’s financially beneficial or not.
It’s important to stick to your beliefs.
And, of course, when you have a strong owner with strong opinions, they want to have their say. That requires a different approach.
Daniel Ljungström:
If we look at Max Matthiessen’s recent sale, about three weeks ago, I’m curious — what does that process actually look like? As investors, we often see it in the context of IPOs and similar events.
Since you’ve now been part of such a process, how does it unfold? What steps are involved?
Jacob Schlawitz:
First, I should say that the process typically starts when you’re about two and a half to three years into it. At that point, certain interested parties start reaching out to express interest in our type of business.
Some of them had reached out much earlier, including our new owner. They reached out and said, "We want to own this company."
So, they show some interest. We meet them, have coffee, share a bit about the "golden bird" concept, and discuss our view of the future.
They tell us about the trends they’re seeing at the European level.
Sometimes, someone throws out a comment like, "We’re very interested in buying this company for our owners."
At that point, the message comes to me first. "They’re interested in buying the company. What should we do?"
But I tell them, "You need to take that up with the owners. That’s not my job."
It’s Nordic Capital's job to handle the sale, and they have every right to do so.
Many people ask, "Are you positive about it?"
If I were Nordic Capital, I wouldn’t sell now. I’d wait another year or two. But it’s not my decision — it’s theirs. And you’re aware of that from the start. You have an agreement to work with them for three to seven years.
The process usually begins when someone shows serious interest. Nordic Capital then says, "Okay, we’ve heard that there’s serious interest. Give us an indication of what you think the company is worth. Here are some figures."
Then you receive a non-binding indication, and Nordic decides — without me being involved — whether they’re interested in selling at that price level.
I should also say that, throughout the process, it was clear that Nordic viewed this as a fine company. Until the last day, I wasn’t sure they would actually sell. And even then, it wasn’t entirely certain.
It’s a process. Nordic is very experienced when it comes to buying and selling companies.
Once the process kicks off, it becomes a long journey. They choose a few potential buyers who are allowed to take a closer look. These potential buyers get to meet with the CFO again to ask in-depth questions.
At some point, they’re also allowed to meet the entire management team in what are called "management sessions." After that, they submit their bids.
Then Nordic selects the most interesting bids, and it’s not just about price — it’s also about deal certainty. You want to make sure the deal will actually go through.
They also look at the conditions attached to the bids.
A data room is opened, where information is gathered, and they continue to engage with three or four interested buyers.
I should also mention that I was surprised by the level of interest from large players. I thought, "Wow, this is quite remarkable."
It was a moment of pride, I have to admit.
So, you go through the process, and they ask you hundreds, even thousands of questions — in writing — which get more and more granular.
Eventually, you reach an IDSPA (Investment and Share Purchase Agreement), which Nordic negotiates with the buyer.
At that point, you review the conditions, and then you decide — yes or no.
Daniel Ljungström:
Who ended up buying Max Matthiessen, and why?
Jacob Schlawitz:
First of all, I think the buyer was one of the most persistent in terms of visiting me and staying engaged.
They understand this type of business.
They are pension funds — they know pensions inside and out. They’ve been consistent in visiting me every six months, checking in on how things are going.
Through these interactions, they developed a clear interest. We got to know each other and talked about the good and the bad.
Daniel Ljungström:
Who are the buyers?
Jacob Schlawitz:
Ontario Teachers’ Pension Plan (OTPP).
Ontario Teachers’ Pension Plan is very skilled at investing pensioners' money, growing it, and ensuring better pensions for retirees.
So, that’s what they do.
They bought Max Matthiessen along with Nordic Capital. Later in the process, OTPP expressed a desire to co-invest, and Nordic agreed.
There were others who also wanted to co-invest, but Nordic preferred to have OTPP as a partner.
So, it was a very collaborative process. It wasn’t like they took the money and ran. Instead, they remained engaged.
Now, OTPP and Nordic Capital co-own the company equally.
Daniel Ljungström:
What’s the plan for "Max Matthiessen 2.0," so to speak? What’s the vision for the next phase?
Jacob Schlawitz:
There’s no doubt that, when you look at the underlying trends, one of the key factors is that people need to take even greater responsibility for their private savings and pensions.
People need to be able to support themselves financially.
There’s also an increased focus on health and healthcare, as well as the need to finance those costs.
We’re going to live longer. This is a trend across Europe, and we’re well-positioned for it.
OTPP sees us as a stable company with strong values, strong relationships, and a healthy business.
We can take the next step into the rest of the world with the same philosophy and values.
You might not want to say this to anyone in southern Europe, but we’re a bit ahead when it comes to saving, self-reliance, and transparency.
Other countries will eventually follow this trend, but it takes time.
So, the plan is to invest more to become even better — digitally, in advisory services, on a broader platform, and in product development.
The goal is to create even more relevant products.
Daniel Ljungström:
OTPP has an "eternal investment horizon" as a pension fund. They manage capital with a long-term view.
Do you think OTPP will be a different type of owner compared to previous owners?
Jacob Schlawitz:
I think so. It’s clear that we, Nordic, and the management team have learned a lot.
With a long-term owner, you may place different bets. With a longer horizon, you have more leeway to think about future opportunities.
If they have a longer horizon — and they definitely do — they’re aligned with Nordic.
What happens in four to seven years, I don’t know. Maybe they’ll buy out Nordic, maybe they won’t. But they like what we do.
The goal for now is to view this as one aligned unit, with a clear focus on what we want to achieve over the next four to seven years.
Not just financially, but also in terms of market positioning.
It’s about growing the company, helping employees develop their careers, and building trust with more customers.
Daniel Ljungström:
Many people listening to this podcast have leadership ambitions. They want to be CEOs of companies like this, to lead, to grow, and to achieve what’s often called an exit.
It’s certainly a significant addition to your CV to have gone through this process — a mark of quality.
What would be your advice to someone who wants to lead a company like this, develop it, and embark on this kind of journey? What tips would you give to another leader?
Jacob Schlawitz:
First and foremost, you need to have a lot of conviction in what you’re doing. You have to enjoy what you do. Make sure you like what you do.
I never really focus on the money. It’s about doing things well. I don’t focus on power.
I understand it’s easy for me to say that. But I believe it’s about having some patience. Prove that you can achieve things. Learn from your mistakes and don’t be afraid to admit, "I made a mistake."
Everyone makes mistakes. I’ve made mistakes in this role.
We’ve made 45 acquisitions, and only 42 turned out really well. So, there were three that didn’t. Learn from it. That’s just how it is. Learn, develop, and maintain strong conviction.
Most importantly, I believe the key to being a great leader is to be a good listener.
I meet a lot of interesting people in my job. People often say, "Wow, you’re so lucky to meet X, Y, Z. That must be exciting."
Yes, it is. But for me, the key takeaway is, "What did I learn from them that I can apply to benefit our employees or our customers?"
It’s nice to meet the CEO of BlackRock or Goldman Sachs, but that’s not the point. The point is, "What did I learn from them? How can I put it into practice?"
I also take the time to reflect: Was I a good leader? Did I learn something? Did I contribute in any way? What could I have done differently?
It’s important to be humble because that’s how you learn the most.
Learning never stops. I also hope that people will have the courage to ask questions and say, "I have ambitions."
I’ve never been driven by the desire to be a CEO or to make a lot of money. It’s never been about that for me. It’s been more like it happened naturally.
That’s not necessarily the right path for everyone. Some people prefer to have a clear plan and say, "I want to be here at this point in time." That’s fine. It’s good to have goals.
But I think a lot of people should think about what they really want. Sometimes, once they’re in the role, they realize it’s not something they’re good at or something they even want.
And it’s no failure to take a step back. I’ve done that in my career. I’ve taken half a step back and said, "No, this isn’t for me."
Daniel Ljungström:
If we move to the next category of listeners, we’ll likely have many younger listeners at the start of their careers.
I see this on LinkedIn and other platforms where I get a lot of questions about how to succeed.
If you’re between 19 and 23 and thinking, "I want to get into the financial industry," I often get the question, "I want to be like you."
My usual response is, "No, you don’t."
There’s nothing particularly glamorous about it.
But from that perspective, what advice would you give to someone at the start of their career who wants to get into finance?
Jacob Schlawitz:
I think there are two key things to focus on.
The first is to be very curious. Take the time to understand the context and figure things out on your own.
My kids often ask me very simple questions. "How does this work?" or "Where is the nearest ICA (grocery store)?"
I tell them, "I want you to learn how to figure things out yourself. Why don’t you go online and Google where the nearest ICA is, instead of asking me?"
Their response is, "It’s easier to ask you."
"Yes," I say, "but you won’t learn anything that way."
So, learn to be curious and find out as much as you can on your own. It’s incredibly helpful to listen to a lot of podcasts.
Take one or two key insights from each one and think, "This is what I took away from that episode."
Write it down if you need to. That’s something I had to learn on my own journey.
That’s the first thing — to be curious and open-minded.
The second is to always be honest with yourself.
It’s crucial. If you’re honest with yourself, you won’t get stuck in a position where you’re chasing a goal in the wrong way. Instead, you’ll achieve it in the right way.
Be open-minded about what you focus on and what you don’t.
There’s a famous interview with Tiger Woods when he was at a Masters tournament. Every time he hit an iron shot towards the green, he ended up in a bunker.
The interviewer asked, "Are you going to go practice bunker shots now?"
"No," he said, "I’m going to practice my iron shots so I don’t end up in the bunker."
So, reflect on things and don’t be afraid to ask questions. Be humble enough to listen.
Daniel Ljungström:
Jacob, I’m thinking we’ll do this podcast again in a year.
Do you have any New Year’s resolutions? We’re about to enter 2025. Are there things you plan to improve or achieve in 2025?
Jacob Schlawitz:
Yes, definitely.
I’m going to be a better father.
I’m going to be a better husband.
I’m going to be a better leader.
I’m going to lose 10 kilos, at least.
I’m going to make sure we have fun at work because I believe that rubs off on our customers.
I’m going to meet more customers.
And I’m going to learn something new next year as well.
Daniel Ljungström:
Alright, Jacob. Here’s the plan: I’ll come back in 12 months, and we’ll review how you became a better father, a better husband, and a better leader.
We’ll also check if you met more customers and if you lost those 10 kilos.
Jacob Schlawitz:
Yes, thank you. I’m not looking forward to that, but I’ll do it.
Daniel Ljungström:
A big thank you for your time, Jacob.
Jacob Schlawitz:
Thank you, Daniel.
Daniel Ljungström:
Alright, everyone. We’ve been listening to Jacob Schlawitz, as he described his journey from the spring of 2020 to the winter of 2024.
During this time, Max Matthiessen has nearly doubled in size, shifted into new ownership, and is now entering 2025 with "Chapter 2.0" of its journey.
Thank you to Jacob for being such an open and insightful guest. I think there’s a lot of wisdom here for anyone thinking about leadership, personal growth, and navigating large-scale change.
As always, thank you all for listening.
We’re heading into the holiday season, so I hope you all have a wonderful Christmas, a fantastic holiday break, and time to recharge with family and friends.
But don't forget, we’re not done just yet. Our next episode will be released on the Friday before New Year’s, giving you a chance to catch up during those quiet days before the new year begins.
It’s going to be a special New Year’s podcast, and I promise it will be worth your time.
Until then, take care of yourselves, enjoy the holidays, and we’ll see you back here soon.
Daniel Ljungström:
Thank you, Jacob.
Jacob Schlawitz:
Thank you, Daniel.
Daniel Ljungström:
Alright, that’s it for today. Take care, everyone.
Max Matthiessen Värdepapper AB (”MMVP”) är ett värdepappersbolag med tillstånd att bedriva värdepappersrörelse. MMVP är registrerat hos bolagsverket och står under Finansinspektionens tillsyn. Innehållet i denna nyhetsnotis är av generell karaktär och tar inte hänsyn till din ekonomiska situation, ditt syfte med investeringar eller andra specifika behov och utgör därmed inte ett investeringsråd. Innehållet ska inte heller betraktas som en investeringsanalys eller en investeringsrekommendation. Placeringar i finansiella instrument är förknippade med ekonomisk risk. Du ansvarar själv för risken med dina investeringar och måste således själv skaffa dig kännedom om instrumentens egenskaper och risker. MMVP tar inte ansvar för den skada som kan uppkomma på grund av fel eller brister i den lämnade informationen. Åsikter och uttalanden i nyhetsnotisen, som kommer från för MMVP utomstående personer, delas inte nödvändigtvis av MMVP. Innehållet i nyhetsnotisen är skyddat av upphovsrätt och får inte kopieras, distribueras eller publiceras utan MMVP:s tillstånd.