2025 was a defining year for Nordic Industries Development.
First and foremost, we would like to thank our customers for their continued trust and collaboration in developing their markets. Working alongside them has been both a privilege and a responsibility we take seriously.
Thanks to this trust, our turnover grew by 30%, and we are well positioned to continue this growth trajectory.
So, what drove this performance?
Rather than reinventing ourselves, we significantly strengthened the productization of what already worked. Over the past year, we sharpened our services and internal processes to resemble the way our clients sell products and technologies: clearly defined offerings, structured delivery models, actionable insights, KPIs, transparency and measurable outcomes.
We believe consulting should be delivered with the same commercial and operational discipline as any high-quality product. This focus on productization improved consistency, transparency, and accountability—ensuring that “flawless delivery” is not an aspiration, but the standard by which we operate.
To fully support this shift, we also acquired shares in The Rudolf sales channel management software. This allows us to integrate the platform directly into our own operations and offer it to our clients as part of our consulting engagements. By combining operational approach, advisory expertise with a proven software layer, we have the full package.
View more on The Rudolf website!
We made consulting process transparent.
Consulting is traditionally opaque. Activities happen behind closed doors, progress is difficult to track, and outcomes often remain unclear until the very end. Our model is fundamentally different. Everything we do in customer engagements is fully transparent and visible to our clients in real time—from activities and insights to decisions and results, thanks to Rudolf software.
This level of operational transparency is unique in business development consulting, but for us, it is essential to delivering accountability and measurable impact.
AI is not done for operational consulting
Moving up the value chain and strengthening the team
Another important growth driver was our increased focus on M&A operations. This led to a milestone engagement with our old client ASSA ABLOY Group. When you think about it, analyzing dealer operations and identifying new partners is not fundamentally different from identifying acquisition targets. Our PICO operational due diligence approach goes beyond financials—it captures market dynamics, operational realities, and human factors behind the numbers. In many cases, these elements matter more than spreadsheets alone.
To further strengthen our capabilities, we also welcomed Youcef Belhani to the team. With a strong background in M&A and financial analysis, Youcef adds valuable depth to our operational and analytical expertise.
Juha Sëppanen and Magalie Racaud welcome Youcef Belhani to the team.
Looking ahead to 2026, our ambitions remain clear.
- We will open our own office in Neuchâtel, Switzerland, strengthening our presence in Central Europe. Switzerland is a natural hub for the markets we serve, and we see significant opportunities ahead.
- An office in Sweden is also in preparation, and we are actively exploring partnerships and acquisition opportunities in the region.
Final Thoughts
That said, growth for us is never growth at any cost. Any partner or acquired company must adopt our processes, IT tools, mindset, and “can-do” culture. These are the foundations of our customer success and the safeguards of quality and integrity in our business development work.
