INDUSTRY LEADERS

Notic assignments are led by senior industrial executives with direct responsibility for performance, restructuring and operational change.

These are people who have led business units, plants and organisations in situations where performance was under pressure and decisions could not be delayed.

They have managed closures, relocations, cost restructuring and organisational change, and have worked through the operational, financial and human consequences that follow.

This experience defines how Notic operates. The work is grounded in what holds in the business, not in theory or models.

Niklas Häger

Founder

Niklas Hägerklint

Notic is founded and led by Niklas Hägerklint, an international business leader with experience from CEO, Business Area Director and interim roles across European industry.

His background includes operational responsibility in companies such as TATA Steel, Nippon Steel (Pilkington), Pelsis (Silvandersson), Walraven, Novoferm (Robust), Akwel Automotive and Tandberg.

Assignments have involved closures of operations, workforce reductions, production relocation, footprint changes and performance recovery across Northern Europe.

Niklas holds a Master’s degree in Business and Economics from Lund University and has a background that combines commercial leadership, operational restructuring and international trade.

He is also the author of The Silence That Follows, a book reflecting on leadership and decision-making in restructuring situations.

Selected experience

Assignments led by Notic leadership include situations where performance has deteriorated and structural decisions have been required.

This includes:

Closure of industrial operations, including workforce reductions, asset handling and transfer of production
Relocation of production across countries to restore competitiveness and utilisation
Cost restructuring programmes involving organisational change and reduction of fixed cost
Stabilisation of underperforming business units through leadership change and operational reset
Restructuring of commercial organisations to align with new market conditions

These assignments are defined by execution under pressure, where decisions must be implemented in the business and followed through.

How we deliver

Assignments are led by senior operators with direct responsibility for outcome.

Depending on the situation, this involves either placing interim executives into the business or working through the existing leadership team with defined priorities, follow-up and reporting.

Where required, additional capability is introduced across legal, HR, finance and operations. This ensures that the assignment has the necessary competence to move forward without delay.

The structure remains simple: clear responsibility, short decision paths and continuous follow-up until the required changes are implemented.