Patrik Frykholm: Engineering disciplined organisations for profitable growth
- Maja Hurtigh
- Dec 1
- 2 min read
Meet Patrik Frykholm – a senior advisor with 15+ years across finance, business control, tech, operations and organisational development in companies across several well-known Swedish companies.
Most recently, Patrik stepped into the role of Interim Group CFO, supporting Sievert Group – a company combining Swedish industrial heritage with global scale: a 316 MSEK revenue operation with strong profitability and a presence across more than 60 international markets, backed by a wider group with 1,700+ employees worldwide.
Patrik’s strength lies in combining operational and financial discipline with hands-on transformation.
His experience includes:
Leading global finance transformation and operating-model redesign
Heading business control organisations supporting CEOs and boards
Driving end-to-end operational excellence in mid-cap companies, including EBIT improvements from 5% to 18%
Delivering double-digit profitability gains in telecom through platform migration and portfolio optimisation
He operates with a simple principle: profitable growth is created within the organisation through structure, alignment and disciplined execution.
INSIGHT by Patrik Frykholm
Below, his insight explores why modern growth depends less on external expansion – and more on the inner architecture of organisations.
Rethinking growth through value creation
From global enterprises to growth-focused firms, one lesson is clear: companies that invest in internal alignment consistently outperform those that chase external expansion alone. When disruption is the default, sustainable growth is no longer driven solely by strategy. It depends on structure, culture, and – above all – people.
From strategy to system
Traditional business development still values market share, product innovation, and sales pipelines. Yet these drivers are no longer sufficient on their own. The most resilient organisations now treat internal development – leadership, collaboration models, decision-making structures – as strategic assets. Organisational development has moved from support function to growth engine.
Three pillars of modern organisational growth
Based on my experience, three pillars define organisations built for long-term success:
Clarity of purpose – A clear “why” aligns teams, attracts talent, and guides decision-making in uncertainty.
Adaptive structures – Rigid hierarchies give way to agile, cross-functional teams. The ability to reconfigure fast – without losing focus – is the hallmark of modern design.
Leadership as a system – Leadership can no longer rest with a few at the top. Building leadership capacity throughout the organisation – through coaching, feedback cultures and distributed decision-making – is essential.
The advisor’s role
Advisors act as catalysts: bringing clarity, challenge, and structure to transformation. My role is to work with executive teams to:
Diagnose bottlenecks
Align strategy with structure
Design scalable operating models
Support leadership and cultural change
The objective is not only to solve today’s problems, but to build the internal capability to meet tomorrow’s.
Looking ahead
The future belongs to organisations that can learn faster than the pace of change. That demands more than strategy. It requires clarity, adaptability, and alignment at every level.
For leaders steering companies through growth, transformation, or renewal, the question is no longer “What should we do?” but “How must we evolve to do it well?”
Insight by Patrik Frykholm, Senior Advisor at Advisory on demand
