When Cabonline's COO went on paternity leave, the company faced a challenge: ensuring continuity and driving important strategic development in a rapidly changing industry. The solution came in the form of interim manager Børre Kleivan, who despite his lack of experience in the taxi industry quickly proved to be a catalyst for positive change. The result was a strengthened organization with a clear path forward.

A changing industry requires new perspectives
The taxi industry has undergone major upheavals in recent years, especially with the rise of platform companies such as Uber and Bolt. Kleivan admits that the industry could initially be perceived as “heavy-handed,” but he quickly encountered “formidable professionalism” at Cabonline – a Nordic organization that is largest in Sweden and has a significant presence in Norway and Finland.

Hasse Nyström, head of Cabonline, emphasizes:
"Børre actually had two assignments – to ensure operational matters while the COO was on paternity leave and at the same time to contribute to business development and commercial matters. He delivered good analyses that our head of business development greatly appreciated."

The approach: Analysis, communication and trust
Kleivan's mission went beyond maintaining operations. He was given an expanded mandate to examine the Norwegian market and design a strategy for the future. The goal was to take an even stronger position in Norway, where Cabonline is not the market leader, unlike in Sweden.

He started with a comprehensive 360-degree analysis of the Norwegian organization to identify weaknesses and opportunities. His experience from the service industry, where customer experience and standardized products are crucial, proved useful.

Nyström describes the value of Kleivan's perspective as follows:
“It was good to have an outside perspective – with useful questions and challenges that made us think differently.”

A key part of Kleivan's strategy was to strengthen collaboration throughout the organization. He prioritized:

• Open communication: Create good relationships both with commercial departments and internally.
• Engagement with drivers: Attend training courses and hold general meetings to understand their needs and explain the company's vision.
• Ask "why": Be open to change and development rather than just following routines.
• Availability and responsiveness: Being present and listening.
• Learning from the Nordics: Transferring experiences from Sweden and Finland.

Nyström adds:
"Børre is a great driving force and very social. He has gained a high level of trust in the organization and can talk to all parts of the company. For the head office in Sweden, he also became a valuable channel for understanding the Norwegian business."

Results and future direction
During Kleivan's assignment, measures were initiated that contributed to positive developments, including in punctuality, customer satisfaction and EBITDA. Although nine months is a short time horizon in such a dynamic industry, a good foundation was laid on which the company can build further.

The organization is now better equipped to capture market share, with a clearer understanding of the role of technology and the importance of effective communication – both internally and externally.

The value of interim management and a smooth handover
Kleivan emphasizes that interim management is about quickly getting used to new surroundings, explaining the “why” and building on the knowledge that already exists. The handover to the returning COO was planned and carried out with the steering group in Sweden. Projects were documented and anchored, so that the organization became less vulnerable and well-equipped to continue the work.

Nyström summarizes the collaboration as follows:
"It has simply been fun working with Børre."

Børre Kleivan himself summarizes the mission in three words: openness, trust and a shared will to win.