Norconsult’s CEO on growing in headwinds: “Look at the opportunities”

While consulting firms are issuing layoff notices and the industry talks of crisis, Norconsult Sweden has grown from 1,000 to nearly 1,600 employees. In an interview with Cinode, CEO Farah Al-Aieshy explains how to build a culture of growth when the world around you is bracing for recession.

Many in the industry are talking about tough times and economic downturns, but Farah Al-Aieshy takes a different view. During her four years as CEO, Norconsult Sweden has expanded from 1,000 to nearly 1,600 employees in what many describe as the most challenging market conditions in years.

Last year, organic growth reached eight percent and revenue came in at SEK 1.7 billion. The company was recently ranked among Sweden’s top five architecture firms and has been named a Career Company for five consecutive years.

A new normal to adapt to

– It has certainly been challenging. But when I zoom out and look at the bigger picture energy, infrastructure, defense, preparedness there is an enormous need for investment and development in Sweden, says Farah.

She is clear that the world has changed, but that this does not mean opportunities have disappeared — quite the opposite.
– We live in a fast-moving, constantly changing world. Surprises come from every direction. Perhaps it’s time to stop being surprised. This is the new normal. Don’t look back — we’re not going back.

She believes the consulting industry holds a unique position in this new reality:
– It’s in our DNA to develop, adapt, and help shape society. We’re part of drawing the map for the society of tomorrow.

Leadership that inspires

One of the biggest challenges is bringing all 1,600 employees into that positive mindset. Norconsult Sweden operates 40 offices across the country, with a deliberate strategy of staying close to clients locally.
– How do I lead 1,600 people to focus on opportunities rather than obstacles? Obstacles are part of reality. But our true value as an organization emerges when we lift our gaze and let opportunities drive change.

She consciously signals confidence in the future in everyday interactions.
– When I’m rushing through the corridors and someone asks how things are going, I say: ‘Fantastic.’ People are a bit surprised. But it truly is fantastic we’re helping build Sweden’s future.

A culture that withstood the stock market listing

When Norconsult was listed on the stock exchange in November 2023, there were internal concerns. Would the family-like culture and unpretentious collaboration survive the transition to a publicly listed company with quarterly reporting and shareholder expectations?

– We spent an entire year working on our culture ahead of the listing. What are we proud of? What do we want to preserve? What do we want to strengthen?

The answer was clear: engagement and inclusion values embedded in everything from recruitment to daily leadership.

– One concrete example is our competency-based recruitment process, where we’ve made a strong effort to eliminate bias and ensure a structured, inclusive approach. We can’t afford to hire copies of ourselves. We need new perspectives more than ever.

Employee engagement during the process exceeded expectations.
– It meant so much to everyone that we wouldn’t lose our identity during this major change. It was truly inspiring to see. Today, more than half of the shares are still owned by us Norconsult employees, and every year all employees are offered the opportunity to buy shares on favorable terms.

Clear career paths

Another key factor in attracting and retaining talent has been what Norconsult calls its “job architecture” a clearly defined framework for career paths and development opportunities.
– We strongly encourage employees to keep developing and not remain at the same level for too long. Development must be aligned with Norconsult’s strategy and goals.

First-line managers play a crucial role. The company emphasizes “close leadership” managers who know their employees’ strengths and actively support their growth.

Pressure on hourly rates — an industry challenge

Farah does not shy away from the sector’s challenges. Pressure on hourly rates remains a significant issue.
– Frankly, it’s shameful. Low hourly rates make us less attractive to new talent and risk reducing interest in the entire civil engineering sector.

At the same time, she acknowledges the dilemma:
– We win contracts at these rates. That’s the market reality.

The solution, she says, lies in being selective about assignments while also engaging clients in discussions about what quality truly costs.

A future to build

Despite the challenges, Farah remains optimistic. Norconsult aims to rank among the top five firms in Sweden and the top three in the Nordics — with profitable growth as the guiding principle.
– In ten years, when we look back, we should feel proud of what we’ve built. We’ll work more efficiently and make better use of technology.

But perhaps the real secret behind Norconsult’s growth is not strategy but perspective. In an industry where crisis narratives easily dominate, Farah Al-Aieshy has consistently chosen to lift her gaze.
– Sweden is the largest market in the Nordics. There is an enormous amount to be done — as long as we see the opportunities and have the right drive.