How an experienced interim leader without industry background helped rebuild trust, strengthen culture, and drive progress during a critical transition at Anora’s production facility at Gjelleråsen – in just six months.
Anora is the leading wine and spirits company in the Nordics, headquartered in Helsinki, with approximately 350 employees in Norway. At Gjelleråsen, just outside Oslo, lies the heart of its Norwegian operations – including the production, bottling, and distribution of products such as aquavit and bitter. Anora is in fact the world’s largest aquavit producer.
In 2022, the company decided to specialize its Nordic production facilities. For Gjelleråsen, this meant transferring parts of the production and bottling to Denmark and Finland. The change resulted in a gradual downsizing of around 40 full-time positions over three years – a significant shift for a factory known for its stability and large share of long-term operators.
In the midst of this challenging phase, Anora needed a new Director of Operations – someone who could step in quickly, build trust, lead transformation efforts, and ensure progress on ongoing initiatives. The company chose to bring in an interim leader through Interimleder AS.
Anora had a clear set of requirements: they were looking for a leader with experience from production environments, preferably with knowledge of labor unions and strong cross-functional collaboration skills. So when Peter Mollatt, partner and senior advisor at Interimleder AS, suggested an experienced change leader without a production or food industry background, it was an unconventional proposal.
– We knew Anora wanted a leader with production experience, but I believed they actually needed something more, says Peter Mollatt. – They needed a calm, trust-building leader who could see the people, challenge established structures, and handle difficult conversations, both upward and downward in the organization. I cast a wide net and used my own leadership experience to identify a small group of candidates with different strengths, all capable of handling the assignment. Among them, I recommended Bjørn Haraldseth
After a round of interviews, the choice fell on Haraldseth. Tonje Wist, HR Director at Anora, explains:
– Bjørn made a very strong impression. Even without production experience, he convinced us with his presence, openness, and deep understanding of the assignment. At the first all-hands meeting, he said: “I don’t know your trade – you are the experts in production. I’m here to build the team and help you succeed.” That really resonated with us all.
Janne Peltoniemi, VP Supply Chain at Anora and Haraldseth’s direct leader during the assignment, recalls a moment that confirmed they had made the right decision:
– When we introduced Bjørn to the factory’s management team, the mood was tense and the room was completely silent. But after 45 minutes, the ice was broken. People were laughing, faces brightened, and you could physically sense the tension lift. It was a magical moment – to me a clear sign that we had found the right person for the job.
In his first weeks, Haraldseth spent time in one-on-one conversations with employees, union representatives, and managers. He walked the factory floor, asked questions, listened, and learned. He mapped out the culture and relationships, but also brought new perspectives on collaboration and strategic decisions.
– When you enter unfamiliar territory, your senses sharpen. It triggers a lot of energy and curiosity, says Haraldseth. – And when your curiosity is genuine, you don’t just get answers to your questions – you gain insights you didn’t even know you needed. I got to lift the rugs and look behind the curtains that maybe hadn’t been opened in a while.
Haraldseth also questioned previous analyses and decisions, challenging leadership on topics interim executives often dare to address – as they focus entirely on what’s best for the business, rather than internal politics or career progression. The approach was appreciated by his superiors
– Even I, with 25 years of leadership experience, learned something from Bjørn. He asked insightful questions about established methods, even beyond his original scope. For instance, he challenged the way we calculated certain costs. But he did so with integrity and warmth. I was impressed, says Peltoniemi.
In just six months, Haraldseth helped rebuild trust between the shop floor and management. The transformation processes gained momentum. Customer service in Norway improved. And when the new permanent Director of Operations took over in January, they inherited a team filled with renewed energy, stronger collaboration, and a shared sense of direction.
– The handover was extremely smooth, says Peltoniemi. – We almost asked for a “Bjørn copy” in the recruitment process. That says a lot. If it were up to me, I would have kept Bjørn forever. But he gave us something lasting: a new beginning.
Both Tonje Wist and Janne Peltoniemi praise the collaboration with Interimleder and partner Peter Mollatt:
– Peter listens, understands, and challenges us. He doesn’t always suggest the obvious, but rather the right candidate. And he stays involved throughout the process. That gives us great confidence, says Wist.
Context and Challenges
Solution
Results
About Interimleder AS
Interimleder AS is Norway’s leading specialist in interim management. Established in 2001, the company matches organizations with experienced executives and specialists who can step in quickly and create value from day one.