A conversation with Daniel Bergqvist on leadership development at Movetech
Movetech is an industry-focused company based in Örebro, operating at the intersection of technology, operations, and business-critical services. Through maintenance, service, and technical solutions, the company supports industrial clients in securing uptime, reducing downtime, and strengthening operational reliability in complex production environments.
As Movetech continued to grow, the demands on leadership, shared direction, and organizational capacity increased — without compromising pace or quality. This marked the starting point for a collaboration between Movetech and the Nordic School of Management (NSM).
In this conversation, Daniel Bergqvist, Senior Consultant at NSM, reflects on how the partnership developed, what proved most important along the way, and what it takes to build sustainable growth where both people and business can develop together.
What ambition shaped the collaboration from the start?
The ambition has always been to build a growth company. When we entered the collaboration, Movetech had reached a plateau. To take the next step, it was important for the CEO to have a strategic sounding board — but also support in building the organizational capacity needed to reach the goal of SEK 100 million in turnover.
What became critical to strengthen?
Early on, we saw that it was about unlocking potential. That meant building belief and courage in leadership, while also creating greater stability and clarity in the organization. Visionary leadership that seizes opportunities must rest on a broader organizational structure and the right competencies in order to scale.
In growth companies, change is constant. That requires tolerance and a culture where people treat each other with kindness when the unexpected happens. You need a shared foundation of trust to stand on when things feel unstable at times.
What made the partnership work?
A partnership aimed at growth needs to be grounded in honest dialogue within coaching. We have worked extensively on building grit — in activity and intensity, both in leadership and across the team.
Resilience has been absolutely critical. Cultivating relationships that can withstand change and friction is essential when navigating transitions and, at times, fairly tough challenges.
What leadership insight made the biggest difference?
A clear “aha” moment for Markus has been the concept of fix and flex — distinguishing between what lies beyond our control and what we can actively work with and influence.
Another important insight concerns how engagement can take different forms. Some people work intensely in short sprints; others prefer a steady pace over time. There is also a distinction between being part of the leadership layer — where work often becomes a lifestyle — and for others, doing a good job within boundaries that enable long-term sustainability.
Today, Movetech is a group of people who like each other, accept differences, and want to stay the course together. The leadership and team development we’ve worked on is fundamentally about grit and resilience. It may sound abstract, but at its core it’s about the willingness to dare to grow.
At one point, I overheard an employee explaining to their child:
“It’s tough all the time, but I’m growing. Here, you get to challenge yourself and learn new things constantly. It wasn’t like that at my previous job — there, it was about promoting yourself. At Movetech, we’re all on a journey.”
What has this journey changed in your own view of growth?
I’ve become more aware of things I personally take for granted when building companies — things that are not obvious to everyone. I’ve also seen just how important it is to invest time in relationships and conversations, even when they are not always concrete.
Relationships and psychological safety can function as an internal strategy that creates capacity — and thereby better conditions for growth. My own approach to coaching has evolved as well. It has been important not to always be available as a sounding board, but to allow leaders to truly lead and make decisions they can stand behind themselves.
What does the client say?
“The collaboration with NSM has helped us build both courage and structure in our growth journey. Through a close partnership, we have strengthened our leadership, our organization, and our ability to grow sustainably — together.” Markus Asklöf, CEO, Movetech