Role:  Group CEO                            

Tenure: 2014 – 2018                                 

Industry:  Foam & Rubber Sealing Solutions / Industrial & Construction (Denmark / Europe / Asia / USA) 

THE MANDATE

DAFA, a Danish family-owned company with roots dating back to 1939, was a market leader in foam and rubber sealing solutions and at a strategic turning point. The third generation of the founding family chose to transition to professional management and pursue an international growth strategy. With revenues of DKK 430 million and 315 employees, the company was regionally strong but structurally unprepared for globalization. The mandate was clear: transition from family-led to professionally managed international group, build the global footprint, professionalize the organization, and grow revenues by more than 65% without margin dilution.

KEY INITIATIVES

RESULTS

Revenue Growth & Global Footprint

The four-year transformation delivered step-change results across all dimensions. Revenue grew by 65% to DKK 430 million and toward a growth trajectory exceeding DKK 500 million in subsequent years — through targeted market entries and operational scaling without margin dilution. Fully operational subsidiaries and sales/production structures were established in China, the USA, Germany (DACH), Sweden, Italy, and Poland/Central Europe.

Outcome & Context

By the end of tenure in 2018, DAFA had been transformed from a regionally rooted family business into a professionally managed, internationally active group. The strategic and organizational foundation built during this phase enabled continued growth to revenues in subsequent years. The core lesson: globalizing a family business requires a clear international roadmap, the right balance between tradition and professionalization, and a relentless focus on cash generation throughout the entire scaling process.

SUMMARY OF IMPACT

Role:                              Managing Director / General Manager, Aalborg Portland Asia

Tenure:                                 2000 – 2005

Industry:                        White Cement Manufacturing / Building Materials (Malaysia / Southeast Asia / China)

THE MANDATE

Following the acquisition of a 60% stake in the white cement interests of Rock Chemical Industries (RCI) in 2000, the mandate was to transform a local Malaysian operation into a high-tech regional hub for Aalborg Portland. The primary challenge involved overseeing a major capacity expansion — from 50,000 to 150,000 tonnes per year — while simultaneously building a market presence in the highly competitive Asia-Pacific region. The task was to integrate the Malaysian business into the global Aalborg White strategy and establish a scalable platform for further growth into China and beyond, managing a DKK 230 million investment program while building commercial leadership across Southeast Asia.

KEY INITIATIVES

RESULTS

A Foundation for Regional Dominance

The successful transformation of the Malaysian operations provided Aalborg Portland with a critical competitive advantage in the East. The business secured its position as the sole white cement manufacturer in Malaysia and the dominant player in the wider region. By 2005, the Asian operations were a key contributor to the group’s global success, and the operational model built in Malaysia provided the blueprint for the subsequent expansion into China.

Outcome & Context

Establishing a regional industrial hub from a minority-stake acquisition in an emerging market requires simultaneous delivery across three dimensions: capital project execution, commercial market building, and cross-cultural partnership management. The Malaysian transformation succeeded because all three were pursued in parallel rather than sequentially. The core lesson: in emerging market expansion, the speed of commercial capability building must match the pace of industrial investment — production capacity without market access creates no value.

SUMMARY OF IMPACT

Napoleon’s Big Mistake – and how you can avoid repeating it

Napoleon Bonaparte, Emperor of France and military genius, was one of the most brilliant leaders that the world has ever seen. And yet he failed in his goal, and was overthrown. Why?

There’s a story about the battle of Waterloo, where Napoleon’s army was finally defeated. The general found a guide, a local farmer, who knew the lay of the land where the battle was to be fought. He trusted this guide when making plans for battle.

What he didn’t know was that the farmer was secretly a royalist, an enemy of the revolution. And so when Napoleon proposed to charge his heavy cavalry down a slope and into the English lines, the farmer said it was a good idea.

What Napoleon couldn’t see was that a narrow road lay at the bottom of the slope, hidden in a ravine. The farmer knew about it, but he didn’t.

And so the cream of the French army charged full-speed into a ravine, where they were promptly slaughtered by the English forces. It was one of the turning points of the battle.

What’s the lesson here? It’s not just a military lesson, but a business one as well! And it is about picking the right project manager. No matter how brilliant you (or your product) is, you can be undone on unfamiliar ground if you don’t choose your guides well. You need someone who knows the territory. And who you can trust. Why not pick one of the most trusted names when it comes to managing projects abroad?

About the Author: Waseem Hussain is the Founder & CEO of a services company with a specialization on business with India. Before, he was the business manager of a globally operating outsourcing company, after heading a joint venture between a Swiss and an Indian software development company. His key strengths are quickly grasping the clients’ situation, crafting executable strategies and implementing steps towards success. View his short bio