General Storskogen questions

Storskogen is an international group of small- and medium-sized businesses across trade, industry, and services.

As a long-term owner, we are positioned to identify, acquire, and develop market leaders with sustainable business models. 

Storskogen creates value by providing access to capital and strategic direction combined with active governance and a decentralised operational model. 

To be the leading international owner of small and medium-sized businesses.

To empower businesses to realise their full potential.

Storskogen was founded by Ronnie Bergström, Alexander Murad Bjärgård and Daniel Kaplan. Their goal was to acquire profitable and stable small and medium-sized enterprises looking for a new long-term owner to secure their future. The founders are all entrepreneurs with long experience of having started and built several successful companies.

One might of course wonder why a non-forestry company is named ‘Storskogen’ – translated as ‘large forest’ in English. One of the founders, Alexander Bjärgård, came up with the name, aiming to signal permanence and authenticity. With the Group’s intent to encompass businesses from Sweden’s northernmost to southernmost tips, often in rural areas, Storskogen felt suitable. 

Storskogen has four core values that have been with us from the start: being entrepreneurial, being respectful, having a long-term approach, and professionalism.

These values guide Storskogen’s employees, in both strategic decisions and the daily activities of our team. Integral to our business model, these values resonate through Storskogen’s operations. With a forward-thinking mindset in employee relations, Storskogen is proactive in advancing the well-being and motivation among its team.

At the end of Q2 2024 Storskogen owned 124 business units.

Storskogen highlights the number of business units under ownership – rather than the total number of companies/subsidiaries/legal entities as this reflects the level of our organisation where Storskogen supports the group through board-level representation.The number of underlying companies varies continousily – a legal entity may constitute a building owned by a subsidiary, and therefore not an operationional company with staff or activities, or may constitute dormant company, some legal entities are merged with others on a regular basis. 

Storskogen has offices in seven countries; Denmark, Germany, Norway, Singapore, Sweden, Switzerland and the United Kingdom.

The business units have an operational presence in about 30 countries – with headquarter’s in the seven countries where Storskogen have offices. The finnish business unit Buildercom has its headquarters in Finland.

Storskogen’s central organisation consist of approximately 90 people.

Storskogen Group, with all business units included, employs approximately 12 000 people (including employees at HQ).

Fundamentally, Storskogen's value creation lies in its ability to acquire and develop small- and medium-sized businesses through a blend of central and decentralised management. Decentralisation fosters entrepreneurship and is a crucial for our ability to scale our operations and grow. From a centralised perspective Storskogen provides value through expertise, capital, and a collaborative environment across three layers;

1. Business areas. At the highest level, the diversification achieved through cooperation at the business area level, ensuring a proper balance between Industry, Trade, and Services aimed at creating a foundation for long-term resilience over economic cycles as well as a framework for efficient capital allocation and growth opportunities between the business area to ensure future growth as well as risk mitigation.
2. Verticals. At a more operational level, within our verticals, we seek to promote collaboration, through a shared knowledge environment, facilitate synergies and operational excellence throughout the group.
3. Business units. At the most granular level, our individual business units are provided access to board-level expertise, governance, and capital for targeted investments. The level of support is adapted to the unique needs and situations of each company.