Henrik Norlén

I am Henrik Norlén. I lead and grow international industrial businesses, combining profitable growth, transformation and long-term value creation. My experience spans entrepreneurial environments and turnarounds through to complex global businesses with profit and loss responsibility for more than €500 million in revenue.

I have held Chief Executive Officer and senior General Management roles in Sweden, the United Kingdom, the United States and Canada, leading global teams with end-to-end responsibility across commercial activities, research and development, operations, manufacturing, engineering, portfolio and service. My experience spans industrial technology, manufacturing, automation, original equipment manufacturers, food and beverage, pharmaceuticals and process industries.

At Tetra Pak, my responsibilities developed from product and portfolio management into international business leadership and global business areas in food and beverage processing. My technical foundation provided an understanding of products and processes, while subsequent roles broadened my perspective to markets, profitability and business development.

As Managing Director and global business leader within Mettler Toledo’s Safeline Metal Detection business, I worked with solutions for the food and pharmaceutical industries. My role brought together global business responsibility and manufacturing in the United Kingdom, the United States and China. At Absolent Air Care Group, I subsequently served as interim group leader before continuing as interim Chief Growth Officer.

I founded Dandy Consulting in 2024 to put that experience to work in new settings. After several years in the United Kingdom, my family and I returned to Sweden in 2025. Based in Bjärred, I work internationally across interim leadership, transformation, board assignments and executive mentoring.

What I enjoy most is working with people to build what a business can become. Leadership means creating clear direction, building strong leadership teams and developing the capabilities to turn strategy into results. Trust and accountability give people room to act. I am comfortable with significant change, but I do not believe in change for its own sake. Understanding what already creates value is just as important as recognising what needs to change.