Howwe accelerated growth for PayEx

Executing strategy for results - PayEx

PayEx is a payments provider operating in the Nordic and Baltic regions. In 2017, the company was being prepared for sale, but its valuation in the market was significantly lower due to weak financial performance and slow adoption of a new generation of payment products, which were both highly profitable and widely adopted by their main competitor.


PayEx Achieves Significant Profit Growth in a Short Period

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To win, the company urgently needed to implement a payer centric & cross functional account approach. As with most our customers they knew what they wanted to do, but the performance management system in place didn’t affect the change needed (PowerPoint and silo-based leadership).

To win, PayEx needed to refocus their whole organization on their must win battles and move away from a silo-mentality and a lack of accountability. They used many different systems for performance management and business intelligence but couldn’t make change happen year after year.

Since the implementation of Howwe in January 2016, Payex managed to move the bottom line from 4 to 10% (+$ 14M) EBIT, improve growth of their prioritized product segment with 12% (+51M) and improve employee engagement within the first 12 months. PayEx was sold to the largest bank in the Nordics who in turn used Howwe to drive the merger initiative.

Howwe was used in the operational merger and is now used by both PayEx and Swedbank to execute strategy and business plans.

The Howwe Way of Working
Video in Swedish

Why we use Howwe

Join us as we talk to Raymond Klavestad, Vice President and Åsa Lundberg, Head of Business Governance at PayEx. They decided to start using Howwe to break a habit of setting too many goals, leading to a loss of strategic focus. They are using Howwe to steer and accelerate their initiatives and goal progress. Today, they achieve their high set targets and mange to maintain their focus on what’s strategically most important.

Prioritize & Align

First, they prioritized and decided on their Most Important Goals during a workshop – to increase sales. The next step was to align the organization to support the overall most important goals in order to create focus, accountability and free up time. In only three weeks the organization was up and running.

Steer & Measure

The teams created Key Activities – which lead to a proactive behavior accelerated to reach the most important goals and acceleration results. Each team performed their Key Activities on a weekly basis. The Key Activities account for about 10-20% of available time. Leaders steer and support their teams in order to reach their goals – in time.

Commit & Visualize

Every team and function began holding a weekly acceleration meeting. In just three weeks, 90% of teams were operational and began taking ownership of the meeting agenda and adapting Key Activities to improve results. The CEO and management team observed increased leadership proactivity and involvement in daily goal management.

What other customers say about Howwe

I often compare Howwe with a magnet. We have a number of compass needles and we need to align them in the same way to get the force needed to drive change. That's one of the key success factors to make growth sustainable and how we accelerate growth with Howwe.

Kajsa Hedberg CEO at C4 Energy

PayEx uses Howwe as a tool to visualize and break down the most important goals and activities in our business plan. Everyone in the organization knows what to do to contribute to the progress based on their role.

Raymond Klavestad Chief Business Area PayEx Ledger & Factoring/Dept Chief Executive Officer PayEx Sverige AB

We learned the hard way that having too many goals prevents you from doing anything. It's simpler to work with a small number of goals and actually achieve them, that's why I started with the Howwe Way of Working.

Klas Tocklin Vice President, Caverion Sweden

Let's talk​

Want to know more about how Howwe enables a proactive way of working and empowers the execution of strategy on all levels of the organization?