Trusted once, trusted again : How the Advania way drives growth

The Advania Way has proven remarkably successful. What makes it unique?

Gestur: "At its core, IT is a people-driven business. Technology alone doesn’t create value – people do. What sets Advania apart is the Advania Way, our commitment to empowering our teams with the authority and tools they need to act decisively in support of our customers. Instead of rigid hierarchies that slow decision-making and stifle motivation, our decentralised structure ensures that decisions are made where they matter most – close to our customers. This approach fosters agility, engagement, and ultimately, better outcomes for those we serve."

Hege: "What's fascinating is how this approach resonates in the market. Organisations with local decision-making power see themselves in our model. They understand that the best decisions are made close to the business. We attract talent who want real authority to make a difference, and customers who value swift, informed responses to their needs. When both our teams and customers share this philosophy, it creates partnerships that naturally deepen over time. The results speak for themselves in our exceptional customer retention and employee satisfaction."

How has this approach supported your growth?

Hege: "Our growth stems from understanding the total IT landscape our customers face. As technology becomes more complex, mid-sized organisations struggle to optimise their IT investments. We take care of their complete IT needs, which means we can help them maximise value from their total IT spend by deciding where investments create the most impact."

Gestur: "This comprehensive approach creates what we call a 'spiral of success.' As customers trust us with more of their IT needs, we gain deeper understanding of their business, enabling us to create even more value. The more complex the technology becomes, the more valuable our role as a trusted advisor in optimising their entire technology investment."

You mention mid-market organisations. Can you explain this focus?

Gestur: "The mid-market is an incredibly dynamic segment with organisations large enough to have sophisticated IT needs but often without the scale for advanced in-house operations. It's where we can create the most value through our partnership approach."

Hege: "These are typically organisations with 200 to 5,000 employees, but what really defines them is their management style. They tend to value local autonomy in their own operations, which aligns perfectly with our approach. When you combine their need for comprehensive IT solutions with their decision-making culture, it creates an ideal match for how we work."

How has the company evolved while staying true to its core identity of local autonomy, decentralisation, and empowering teams to strengthen customer relationships?

Gestur: "What's remarkable is how our fundamental beliefs have proven scalable. Early on, some questioned whether true local autonomy could work as we expanded, but we've proven that empowering local teams only becomes more valuable. It allows each market to bring unique perspectives while staying aligned with the Advania Way."

Hege: "I remember discussions about whether we’d need to centralise as we expanded. We've proven the opposite. Our model becomes stronger with scale because it keeps us close to customers while leveraging our collective strength. Today, from the UK to Finland, local autonomy is driving growth."

What inspired Advania to invest in the Dreamhouse, where millions of used IT devices will be refurbished and returned to use?

Hege: "The Dreamhouse grew, like many other great ideas for new services, from customer conversations. Many organisations struggle with the environmental impact of IT equipment but need practical solutions, not just good intentions. Dreamhouse is a perfect example of how we operate – we saw a challenge, listened to our customers, and created something ambitious but practical. As our single most important initiative for reaching Advania's carbon reduction targets, it demonstrates our commitment to both customer needs and environmental responsibility."

Gestur: "The Dreamhouse embodies our approach to innovation. We didn’t just build a recycling centre – we created a complete solution that makes sustainability a practical choice for our customers. It’s a perfect example of our philosophy: understand the real need, then build something that truly works and creates value for our customers."

What are the next steps in Advania's sustainability and innovation story?

Hege: "Dreamhouse reflects our commitment to circular IT, but it's part of a broader strategy focused on where we can make the greatest impact. We're driving innovation in four key areas: circular IT, AI adoption, cyber resilience, and, most importantly, investing in our people. The business case for sustainability is clear – companies that combine technological innovation with social responsibility are better positioned for long-term growth. By integrating environmental targets with business objectives, we create lasting value while meeting our climate commitments."

Gestur: "We're making meaningful progress in creating a culture where everyone has a fair chance to grow into leadership roles. This isn’t just the right thing to do – leadership teams built on a mix of perspectives, skills, and experiences consistently deliver better outcomes for our people and our customers. Even in challenging times, we remain committed to both climate goals and fostering an inclusive culture. Our ongoing alignment with the UN Global Compact's ten principles reinforces these priorities, ensuring sustainability is embedded in every part of our business."

How do emerging technologies like AI create opportunities for Advania?

Gestur: "Digital transformation brings both challenges and opportunities. Organisations need more than access to new technologies – they need a partner to navigate growing IT complexity. Many of our customers are too large for standard solutions but too small to fully manage the rapid pace of IT innovation internally. Our model, combining local insight with group-wide expertise, helps them make smarter IT investments, ensuring real value without unnecessary spending on the latest trends."

Hege: "AI and other emerging technologies highlight the need for context. Each organisation must approach them based on specific needs. Our local teams, with deep customer knowledge, turn these innovations into real business value. As technology evolves, you need both expertise and agility, and our structure provides both of these. And while AI is key, it’s just one of many challenges. We help customers prioritise the right technologies to maximise their IT investments."

The IT services market is consolidating. How does this affect your strategy?

Gestur: "Most acquisitions lead to the loss of distinctive qualities as buyers impose their vision and structure. We take a different path. Our track record shows that integrations work best when you preserve what makes each organisation special – the entrepreneurial spirit, the customer relationships, the deep local knowledge."

Hege: "It is interesting how potential acquisition partners value this approach. They see how we've preserved the identity and entrepreneurial spirit of companies that join us. This attracts organisations looking to grow while maintaining their culture. Each integration brings incredible talent – professionals who thrive when given real power to make a difference."

What makes you most proud about Advania's development?

Hege: "For me, it's seeing how our model creates opportunities for people to grow. Across our markets, professionals have built remarkable careers because they were given the freedom to make decisions and take responsibility. That’s not just good for business – it’s deeply rewarding too."

Gestur: "I'm proud that we've stayed true to our beliefs while proving they work at scale. We've built something distinctive – a company that combines the strength of a major player with the agility and personal touch of a local firm. But most importantly, we've done it our way, without compromising our values."

You operate in diverse markets across Northern Europe. How do you maintain consistency while embracing local differences?

Hege: "Each market has its own business culture and ways of working. Take Denmark versus Sweden, for example. While they're neighbours, they have distinct business approaches. Our model thrives on these differences because we let each market operate in a way that makes sense locally."

Gestur: "We’re stronger because of the different ways our teams think and operate. What works in Stockholm might inspire a new approach in Helsinki. What starts in Oslo could scale across Reykjavik or Copenhagen. We learn from each other constantly – sharing insight without forcing uniformity."

Can you give an example of how local autonomy translates into customer success?

Hege: "When one of our Norwegian security experts uncovered a vulnerability in a customer's IT system after a breach, he acted immediately, leveraging our protocols to contain the threat. But he didn't stop there. By developing advanced detection algorithms, he turned a reactive moment into a proactive solution. What began as a single response has since grown into a comprehensive security service protecting more than 90 customers. Having the autonomy to respond quickly turned a crisis into an opportunity for lasting security improvements."

Gestur: "And the impact didn’t stop there. This initiative sparked broader improvements. He went on to streamline our implementation processes, cutting deployment time from over 10 hours to just 30 minutes. He also optimised offboarding workflows, eliminating manual inefficiencies that had frustrated both customers and teams. This is what happens when talented people have the freedom to act. One decision leads to continuous innovations that benefit all our customers."

This ability to take ownership and drive change seems to be a defining feature of Advania’s culture. Have you seen similar examples in other markets?

Hege: "A perfect example of how our model empowers people is when one of our UK technical leaders, who joined two years ago, saw an opportunity to transform how we implement our 'Fresh' intranet product. Understanding our business goals, she redesigned the entire implementation process without needing layers of approval. The results were remarkable – faster deployment, more consistent customer outcomes, better team engagement, and improved profitability."

Gestur: "What I love about this story is how it shows our culture in action. She didn't need to navigate bureaucracy or seek multiple approvals. She had the authority to make improvements that benefited both customers and Advania. This kind of entrepreneurial spirit flourishes when you trust people to make decisions."

With such rapid growth in recent years, can Advania maintain this momentum?

Hege: "It's a natural question, but I think it misses something important about our model. Our growth isn't driven by central planning. It comes from thousands of decisions made by empowered teams across our markets. Each market grows based on its opportunities and capabilities."

Gestur: "Technology is becoming more critical to business success, expanding the IT services market. But what gives me confidence is how our model scales. We’re not controlling growth from the top – we’re enabling local teams to seize opportunities. That’s far more sustainable than traditional growth models."

Looking ahead, what's your vision for Advania's future?

Hege: "We’re well-positioned for the next phase of digital transformation. As technology becomes more complex, our combination of local understanding and group-wide expertise will be even more valuable. We'll continue expanding into new markets, but always in a way that preserves our core strengths."

Gestur: "The future belongs to organisations that can harness technology’s full potential while staying true to their values. That’s exactly what we do at Advania."

Any final thoughts on what makes Advania special?

Gestur: "You know, after all these years, what still impresses me is how the Advania Way brings out the best in people. When you trust professionals to make decisions and give them real responsibility, amazing things happen. That's not just a nice philosophy – it's a proven formula for success."

Hege: "To us, it’s evident that scaling doesn’t require centralisation – quite the opposite. By trusting local teams, we’ve built an organisation that stays agile while growing stronger. With the next wave of digital transformation ahead, our model isn’t just working, it’s becoming more essential than ever. And we’re just getting started."