A steel of a deal: how we ensure sales excellence
We create superior Nordic steel at our sites; that much is clear. Now, it’s my team’s task to deliver it to where it matters.
It might not seem like the most glamorous field, but sales are the turning point in our value chain where our supply meets demand, week after week — across grades, segments, and regions.
I’m Larisa Gyllenrapp, Ovako’s new Executive Vice President of Global Sales since October 2025. I lead our Sales team in intensifying what Ovako has always done: bringing deep metallurgical knowledge directly into our customers' operations, in a diverse global market.
One of the most interesting challenges we face in today's uncertain economic climate is that when steel buyers face pressure, they could look for alternatives which are just “good enough”. This creates a difficult situation. We may have a steel product that's extremely clean, has been thoroughly tested and audited, and specifically approved for a customer's application; but if the customer can no longer pay for that level of quality, they move on.
Rather than stubbornly defending our premium positioning, we instead think about total cost of ownership, and how to create the best possible quality for specific applications while remaining cost-conscious. Our team is working hard to balance technical excellence with commercial reality, ensuring we're not just making the world's best steel, but making steel that creates sustainable business together with customers.
The shifting sands of sustainability
There's no denying that sustainability has become a more complex conversation recently. It's not that customers don't care about sustainable steel. Our major OEM customers still see sustainability as part of their company DNA and are willing to invest in and support lower carbon footprints. But priorities shift under strain.
Take the US market, for example, where tariffs have created significant challenges. When you're dealing with high import taxes and need to maintain production, immediate supply chain questions become more critical and difficult to solve. Sustainability is a significant commitment on both sides, and it’s still an attractive proposition for our emissions- and regulations-conscious partners.
Our sales remit spans five key regions: Southern Europe, the Nordics/Baltics, Central Europe, Asia, and the Americas. Each presents unique opportunities and challenges.
Across all regions, what matters most is the competence of our people. Our sales teams have often been with Ovako for many years. They know the market dynamics, the competitive landscape, and the practical realities of serving customers whether they're nearby or halfway around the world in Australia. This application knowledge and regional expertise is invaluable.
Our strongest sectors are automotive and industrial applications. We maintain long-term relationships with mining customers like Epiroc and Sandvik, where tool quality is paramount given the harsh, remote environments in which they operate. Bearing-quality steels from our Hofors facility are some of our most established products.
Since joining Ovako in October 2025, I've been focused on two key priorities. First is our Sales Strategy, with a focus on growth and expansion. What opportunities do our high-performance materials have in applications on the market?
Second priority is sales excellence. Internal efficiency and effectiveness are crucial in pursuing what we do. We've initiated several programs where we clarify roles and functions to ensure alignment on processes and roles. The central question: how do we create value for our customers and Ovako?
I kicked off my career in 2003, in pulp and paper production specifically, at Assi Domän. It was a great place for a young engineer to start. Over 20-plus years in Swedish industry, I've seen significant evolution when it comes to leadership and diversity. Places that once were homogenous are today diversified with different genders, backgrounds, and mindsets. At Ovako, we have high targets on diversity and inclusion, and we see this as one of our keys to success.
Here, competence and achievement are what matter. I really feel that this is a positive and competitive environment focused on results. That's what creates the strongest teams, and the best outcomes for us and our customers.
|
