Sweden

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Jonas Fagerlund

Partner

Head, Global Private Equity Practice

About Jonas

Jonas is a Partner at Arthur D. Little's Stockholm office. He leads our Global Private Equity Team.

His primary areas of experience are strategy development, M&A analysis (including commercial due diligences) and its resulting integration, cost and capital efficiencies, and sourcing cost reductions. Jonas' main industrial focus areas are electronics, telecom equipment, private equity and health care providers.

Examples of his work include:

  • Several strategic planning engagements with clients in telecoms and electronics, including recommendations for how the organization structure should be adapted to best match the selected strategy.
  • Post-merger integration, including 100-day programs to ensure both synergies are realized and a new organization structure gets implemented effectively.
  • Valuation and buy-out analysis of companies with hidden value-growth potential.
  • Several cases of cost and capital efficiency implementations.
  • Commercial due diligence/market attractiveness projects: Several one-off projects (~100) with the purpose of assessing a certain industry or a certain market to provide input to a potential investment decision or market strategy, primarily towards the private equity community.

Jonas holds two Master of Sciences degrees, one in Industrial Engineering and Management from Chalmers University of Technology, and another in Business Administration and Economics from Gothenburg School of Economics and Commercial Law.

Education

Gothenburg School of Economics and Commercial Law
Master of Science in Business Administration and Economics
Chalmers University of Technology
Master of Science in Industrial Engineering and Management

Past Experience

Applied Value AB
Associate Partner

Insights

The insight: how Europe’s private equity industry is anchoring long-term investors
Jonas Fagerlund
The Green Gambit – Investing for corporate strategic advantage in the post-COVID-19 world
Jonas Fagerlund
Gambit: “A clever action in a game or other situation that is intended to achieve an advantage and usually involves taking a risk” [Cambridge Dictionary] The pandemic has transformed the environment for green investment, unlocking new opportunities as governments, corporates and investors all take a fresh look at their priorities. As this article explains, now is the time for companies to adopt a new focus on nurturing disruptive innovations, making bold strategic gambits that will drive green transformation.
The insight: Europe’s private equity industry during COVID-19 and beyond
Jonas Fagerlund
Agile – Turning data overload into meaningful value
Jonas Fagerlund
In today’s digital environment, companies and their customers are generating increasing amounts of data. Correctly interpreted and used, this overload can be a means of competitive differentiation. It can improve understanding of customers and their behaviors, as well as control of internal processes. However, in many cases, the amount of data is so large, and the nature of it so complex, that it is difficult to analyze and act upon. As a result, many companies do not manage to harvest the potential value of existing data, despite significant investments and efforts.

Jonas Fagerlund

Partner

Head, Global Private Equity Practice

Sweden

Contact & Follow

About Jonas

Jonas is a Partner at Arthur D. Little's Stockholm office. He leads our Global Private Equity Team.

His primary areas of experience are strategy development, M&A analysis (including commercial due diligences) and its resulting integration, cost and capital efficiencies, and sourcing cost reductions. Jonas' main industrial focus areas are electronics, telecom equipment, private equity and health care providers.

Examples of his work include:

  • Several strategic planning engagements with clients in telecoms and electronics, including recommendations for how the organization structure should be adapted to best match the selected strategy.
  • Post-merger integration, including 100-day programs to ensure both synergies are realized and a new organization structure gets implemented effectively.
  • Valuation and buy-out analysis of companies with hidden value-growth potential.
  • Several cases of cost and capital efficiency implementations.
  • Commercial due diligence/market attractiveness projects: Several one-off projects (~100) with the purpose of assessing a certain industry or a certain market to provide input to a potential investment decision or market strategy, primarily towards the private equity community.

Jonas holds two Master of Sciences degrees, one in Industrial Engineering and Management from Chalmers University of Technology, and another in Business Administration and Economics from Gothenburg School of Economics and Commercial Law.

Education

Gothenburg School of Economics and Commercial Law
Master of Science in Business Administration and Economics
Chalmers University of Technology
Master of Science in Industrial Engineering and Management

Past Experience

Applied Value AB
Associate Partner

Insights

The insight: how Europe’s private equity industry is anchoring long-term investors
Jonas Fagerlund
The Green Gambit – Investing for corporate strategic advantage in the post-COVID-19 world
Jonas Fagerlund
Gambit: “A clever action in a game or other situation that is intended to achieve an advantage and usually involves taking a risk” [Cambridge Dictionary] The pandemic has transformed the environment for green investment, unlocking new opportunities as governments, corporates and investors all take a fresh look at their priorities. As this article explains, now is the time for companies to adopt a new focus on nurturing disruptive innovations, making bold strategic gambits that will drive green transformation.
The insight: Europe’s private equity industry during COVID-19 and beyond
Jonas Fagerlund
Agile – Turning data overload into meaningful value
Jonas Fagerlund
In today’s digital environment, companies and their customers are generating increasing amounts of data. Correctly interpreted and used, this overload can be a means of competitive differentiation. It can improve understanding of customers and their behaviors, as well as control of internal processes. However, in many cases, the amount of data is so large, and the nature of it so complex, that it is difficult to analyze and act upon. As a result, many companies do not manage to harvest the potential value of existing data, despite significant investments and efforts.