During the investment phase, M&A was identified as a potential area for growth, value creation, and impact acceleration.
Three add-on acquisitions were completed already within the first six months of ownership to support geographic expansion and to advance Nordomatic's smart platform. Several other exclusive discussions were initiated.
A longer target list with relevant entry points in Northern Europe was developed based on extensive market analysis.
Aftermarket services was another focus area for value creation addressed immediately. The organization was strengthened, a Head of Service was recruited and Nordomatic's go-to-market strategy was further developed with an enhanced customer value proposition. A new tracking tool was implemented, leading to increased staff utilization and improved invoicing.
Nordomatic acquired a leading digital BMS player to form the basis of a new standalone PropTech unit. The company accelerated Smart Cloud development and reworked and implemented a new SaaS pricing strategy.
INTEGRATION BUSINESS (LARGE PROJECTS)
A new project follow-up model, including a more sophisticated review process for new projects, was implemented facilitating more upselling and reducing volatility in financial outcomes.
Centrally, several systems and key functions were strengthened, including HR, where a Head of People & Culture was appointed to accelerate recruitments, improve talent management and post-merger integration.
During the first six months, Nordomatic defined and set targets for six impact and ESG KPIs, incl. customer CO2 avoidance tracker, already used in customer interactions, external communication and to reduce financing costs.
The impact and ESG efforts are on top of the management's agenda and fully integrated with Nordomatic's value creation levers. There is a strong commitment and push across the entire organization to drive sustainability topics, leading to closer cooperation with customers.