Jonas Fagerlund
Jonas combines over 30 years of consulting experience with in-depth expertise in strategy, corporate finance, operational performance and digitalization in the consumer interface.
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
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, telecoms, private equity and health care.
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.
The Insight: State of the European private equity industry
Green shoots visible as AI rises rapidly
The insight: State of the European private equity industry
Are we at a turning point?
IN TURBULENT TIMES, GO FOR THE TOP LINE
With interest rates and competition increasing, a value creation model relying on traditional cost-efficiency measures to improve profitability cannot alone maximize an investment portfolio’s value growth. Leading private equity (PE) funds are emphasizing underwriting for top-line growth in parallel, which provides both higher return potential and a more attractive, sustainable story for future investors. In this Viewpoint, we detail the options for achieving growth during turbulent times.
The insight: Keeping an eye on the horizon
European private equity should stay on track despite the bumpy road ahead
The insight: how Europe’s private equity industry is anchoring long-term investors
The European private equity industry has been resilient in the face of great disruption – and thanks to that resilience has imbued fund managers and investors with greater confidence about the future.
The insight: Europe’s private equity industry during COVID-19 and beyond
Agile – Turning data overload into meaningful value
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.
The Green Gambit – Investing for corporate strategic advantage in the post-COVID-19 world
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.
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, telecoms, private equity and health care.
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.
The Insight: State of the European private equity industry
Green shoots visible as AI rises rapidly
The insight: State of the European private equity industry
Are we at a turning point?
IN TURBULENT TIMES, GO FOR THE TOP LINE
With interest rates and competition increasing, a value creation model relying on traditional cost-efficiency measures to improve profitability cannot alone maximize an investment portfolio’s value growth. Leading private equity (PE) funds are emphasizing underwriting for top-line growth in parallel, which provides both higher return potential and a more attractive, sustainable story for future investors. In this Viewpoint, we detail the options for achieving growth during turbulent times.
The insight: Keeping an eye on the horizon
European private equity should stay on track despite the bumpy road ahead
The insight: how Europe’s private equity industry is anchoring long-term investors
The European private equity industry has been resilient in the face of great disruption – and thanks to that resilience has imbued fund managers and investors with greater confidence about the future.
The insight: Europe’s private equity industry during COVID-19 and beyond
Agile – Turning data overload into meaningful value
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.
The Green Gambit – Investing for corporate strategic advantage in the post-COVID-19 world
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.
More About Jonas
- Gothenburg School of Economics and Commercial LawMaster of Science in Business Administration and Economics
- Chalmers University of TechnologyMaster of Science in Industrial Engineering and Management
- Applied Value ABAssociate Partner