2026 is the year we truly take the next step in the professionalisation of CB Svendsen. With our 2025 financial results now finalised, we have received confirmation that we are moving in the right direction. We have maintained strong relationships with our customers, employees and business partners while navigating a period of high activity and significant development. As a result, the management team has made a number of strategic decisions to ensure that our organisation, strategy and systems are capable of supporting the next phase of our growth journey.
Building an organisation that can sustain growth
Over the past several years, we have experienced strong growth, operated in a market with increasing demands and witnessed rapid technological development. This naturally places new requirements on how we organise ourselves. A key focus during the beginning of 2026 has therefore been to strengthen the structure of both our leadership team and our organisation. We have reached a level where it is no longer sufficient for decisions to be made ad hoc or depend on individual employees. If we are to continue developing without compromising speed, quality or consistency, we need clearly defined roles, transparent decision-making processes and a leadership structure capable of performing under pressure. At the same time, we are strengthening the organisation with new competencies and profiles that can help elevate the company to the next level. We are making targeted investments in building a stronger and more balanced team, because our ability to deliver consistently, improve continuously and remain a trusted long-term partner for our customers depends on having the right people in place.
Strategy as an active guiding framework
Today, we work with a more structured strategic framework that provides clear direction for prioritisation, pace and decision-making. This means we are becoming increasingly deliberate about what we choose to pursue and, equally importantly, what we choose not to pursue. Strategy is not simply a document; it serves as an active guide in our daily operations. Balancing ambitious growth initiatives and strategic priorities while maintaining a high-performing operation is challenging. However, it is also one of the most exciting and important responsibilities we have as a business.
Systems as the foundation for scalability
A significant part of our development is driven by our continued investment in systems and processes. Throughout 2025, we experienced the benefits of our new ERP platform and a range of supporting systems, including procurement solutions, PLM, QMS and several other critical tools. These systems form an essential foundation for scalability, operational excellence and consistent quality. Our evolving system landscape provides better decision-making capabilities, greater transparency and more time to focus on activities that create value for our customers. As part of our broader business development strategy, we will continue investing in optimising and future-proofing these systems to support our long-term ambitions.
E-CDMO – Defining our role in the Value Chain
Our ongoing development – or more accurately, our professionalisation – is closely linked to how we define ourselves today. Through E-CDMO – Electronics, Contract, Development & Manufacturing Organisation – we have given a clear name to the role we have already been fulfilling for many years. It reflects our commitment to taking responsibility across the entire value chain and building long-term partnerships with our customers rather than focusing on individual transactions or isolated deliveries. We believe that successful electronics products require more than manufacturing expertise alone. They require alignment between development, supply chain, production, quality and commercial objectives. This is where we see our role and where we create the greatest value.