Liponkoski, based in Tampere, has a strong technical and commercial background in new technologies. Liponkoski is an engineer by training and has previously worked as a business manager, CEO, and most recently technology director at the circular economy company Magsort.
“I have worked with bringing new technologies to market and with various materials. NMC Cellfoam’s way of combining materials and working fits well with my previous work experience,” describes Liponkoski.
Within the NMC group, he was particularly interested in the company’s story. “For me, the significance of my work and the appreciation of family businesses and long-term work are important. When a family business has been around for 60 years and grown this big while making good results, it shows that something is being done right.”
Good Market Situation
Liponkoski takes over leadership at a time when the economic outlook is good. In a broader perspective, NMC Cellfoam is involved in an industrial transition phase, where major brands, such as vehicle and engine manufacturers, focus on their core business and outsource other expertise.
“We operate precisely in this subcontracting and outsourcing area, and from there we seek the company’s growth and momentum. We can offer expertise and the ability to solve customers’ problems. We are part of a larger megatrend, and from a business perspective, the situation looks good,” says Liponkoski.
Flexible Leadership Style
Liponkoski describes his leadership style as inclusive and community-oriented. “I participate, challenge, and we solve problems together. Solving more challenging customer problems is only successful through cooperation. We have a great team and a good spirit both in Finland and Sweden.”
Bilingualism is an advantage in leading operations in two countries. In Tampere, the commute takes a quarter of an hour, but he will spend half of his time at the unit in Sweden. “Good flexibility in business and work, as well as staff who understand the value of flexible work, take us far and enable good results,” Liponkoski summarizes. “This thinking has also been my predecessor’s guiding principle, and it is great to come to a company where there is already readiness for change.”
