Noxit

Patrik Frisk CEO at Reju – How to Get Teams Aligned

Jullia Pizarro — Mon, 30 Mar 2026 13:46:07 +0000

In this episode, I meet Patrik Frisk from Reju. He has a long international career and has led major brands such as Under Armour, Timberland, and ALDO Group. We talk about his journey as a leader, his relationship to goals, and how to get teams aligned.

Patrik Frisk, welcome to Nå mål. Can you tell us about yourself? I of course want to hear more about your journey, but please start by telling us: Who is Patrik?

Patrik Frisk is someone who began his life in Åkersberga outside Stockholm and who has since had a very international journey. I have worked in eleven countries and lived in twelve, from Australia and Asia to Europe, the US, and Canada.

I have worked in the textile industry for over 35 years. My path into it came early, including through W. L. Gore & Associates, where I was part of the rapid growth of high-performance materials and the outdoor segment. From there, I moved on to larger roles in both Nordic and global companies.

Before Reju, I worked with companies such as Under Armour, The North Face, Timberland, and ALDO Group. I have had the privilege of leading operations within textiles, footwear, and accessories, and of working across the entire value chain, from materials and product to distribution, retail, and e-commerce. Today, I am CEO of a chemical engineering company, which perhaps was not the most obvious destination when I started my career.

You’ve worked with major global brands and traveled widely. Now you’ve moved into textile recycling. What is your current role?

The interesting thing is that you can spend an entire career selling products and suddenly realize that those products have no home once they have been used. I remember clearly January 4, 2016, in Montreal, when I realized that the old model had reached the end of the road. In the West, new shopping centers were no longer being opened, and growth was no longer about expansion in the same way. At the same time, it became clear that the textile industry produces enormous amounts of products without a functioning circular solution.

When I later worked at Under Armour, it became even clearer to me how big the challenge around polyester was. A large portion of all textiles is thrown away or burned at the end of its lifecycle. That is neither sustainable nor a good economic model. That was where my journey toward textile recycling and the circular economy began.

Who did you connect with when you started thinking along these lines?

I asked our materials team at Under Armour to look for alternatives, and that’s when I came across IBM. It may not be the first company you think of when it comes to polymer development, but they had an innovation that made it possible to break down polyester at the molecular level and rebuild it again.

If you can do that at scale, it is something of a “holy grail” within textiles, because the mix of fibers and chemicals in today’s textiles makes recycling very difficult. We saw the potential and therefore started working together with IBM and Technip Energies. That became the foundation for what later became Reju.

But have you left Under Armour now?

Yes. When I left Under Armour in 2022, my former partners at IBM and Technip Energies asked me to continue the work of commercializing the technology. By that point, we had already moved the technology from IBM’s laboratory in California to Frankfurt, where Technip Energies had the right chemistry and polymer expertise. We also had a pilot facility there. When the decision came to build a larger demo plant, someone was needed to drive the work full-time. I chose to continue because I strongly believed in the solution and saw the long-term potential.

How far have you come now? It’s 2026.

The first major objective was to build a demo plant of 1,000 tons to prove that the technology worked at a larger scale. It was an investment of over 300 million SEK.

Before building, we also needed to understand whether the market actually existed. Therefore, we spent the beginning of 2023 analyzing both opportunities and challenges. When that work was completed, we created Reju during 2023 and began building the plant in France in September that same year. The plant was completed in the fall of 2024, which was very fast for such a complex project in Europe. We set the goal of building it in twelve months and within budget, and we achieved both. That shows what clear goals and the right capabilities can accomplish.

Was it because you set goals, or what made you succeed? Why don’t others succeed?

I believe goals only work if you also have the conditions required to achieve them. In our case, we had an unusually broad competence base: chemistry, engineering, procurement, supplier knowledge, and execution capability. At the same time, we set tight timelines and chose to work in a different way than traditional engineering. We allowed development, design, and construction to run in parallel instead of in clearly separated phases. It worked because we had both confidence in the technology and access to an organization with very strong engineering expertise. The combination of clear goals and the right resources was decisive.

Which resources would you say were most important? Did these people have other roles within Technip, or did you free up a team to work on Reju? How did you get the resources to succeed?

Normally, large engineering companies work on a project basis, where people are involved in several projects at the same time. But in Reju, we built a core team that was fully dedicated. That team could then bring in the right expertise from different parts of Technip Energies when needed. In that way, we had both focus and flexibility. This also became a new way of working. Reju became not only a company for chemical textile recycling, but also an example of how to organize rapid innovation in a large technical environment.

How do you get all employees to work in the same direction? There is a lot of collaboration, and many people need to work hard without sub-optimizing their own part. You have quite a complex operation.

It was a major leadership question. We were not only building a plant but also creating an entirely new industrial model. In that case, it is not enough for each function to optimize its own part.

We quickly saw that a lot was missing around it: collection of textile waste, sorting by fiber composition, and understanding how the material should go back into the value chain for brands, the furniture industry, and the automotive industry.

This meant we needed to bring together people from many different worlds: chemical engineers, construction experts, textile specialists, and experts in textile waste. To hold all of this together, we needed a shared steering mechanism. That is why we started working with OKR.

How do you think it works, letting OKR meet project management?

It is complex but very valuable. Project management is important for making details and deliveries work. OKR is needed to create direction and coordination across multiple parts of the business. Engineers often want very clear instructions, while OKR is more about pointing out what matters most and creating focus around the big goals. For us, it became a way for everyone to understand how their work contributes to the whole.

When we built the plant, project governance worked well. But when we simultaneously needed to handle customers, textile collection, sample production, and industrialization, it was not enough. That is when a higher-level goal management tool was needed. It took time to make it work, but today OKR is really starting to live within the organization.

How do you actually create engagement around the goals?

It has to start from the top. For us, it was initially driven mainly by me and our Chief People Officer. But engagement does not come by itself; it requires time, follow-up, and discipline. We had clear resistance in the beginning, especially from parts of the engineering organization that felt the old way already worked. But as the business became more complex, it became obvious that we needed a shared way to steer toward the same goals.

We follow up on our OKRs every month and do deeper reviews every quarter. We have also become better at sticking to a few clear objectives and key results. What you follow up on is also where you get results. Without discipline, it is just a document. With discipline, it becomes a real management tool.

If you were to do the implementation again, what would you do differently?

I actually do not think I would do anything differently. From the beginning, we knew this would be a journey and that it would take time. You cannot implement OKR through a course and then think it is done. You need to create rhythm, structure, and a system for follow-up. The tool works best when it is kept alive and updated. It also requires clear support from leadership. If leadership does not believe in it and actively work with it, it will not work in the organization. You need to see it over time to truly believe in it.

Yes, that is true. You need to see that it works in practice and become comfortable with the way of working over time. What I also hear is that you have had a very proactive leadership style. You have followed up, maintained discipline, checked in, and kept the goals under close review. There are many leaders out there who are also good leaders but may focus more on other things. How large a part of leadership is goal management?

For me, goal management is closely linked to strategy. How large a part it is depends on the organization, but in a rapidly evolving business, it becomes a very large part. In my case, strategy and goal management are a central part of the job, together with people-related matters. I review our overall OKR structure every month and track how the leadership team is performing. It is not about micromanaging everything, but about knowing where to look. I focus primarily on what is red, not what is already green. That is where leadership makes the biggest difference.

Final question. If you could give one single piece of advice to a CEO implementing OKR in 2026, what would it be?

Persistence.

Good, it can hardly be clearer than that. One word, and you have to reflect on what it means and break it down yourself.

Very good.

Thank you very much, Patrik Frisk, for joining Nå mål!

Thank you, Sophie.

The post Patrik Frisk CEO at Reju – How to Get Teams Aligned appeared first on Noxit.

Best Practice: Successful Progress Tracking

fredrik.fjardsmans — Mon, 09 Mar 2026 13:26:40 +0000

Onboarding

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Tips & Tricks

Best Practice: Successful Progress Tracking

Successful teams don’t just set OKRs – they build the habits that keep them alive. That means checking in regularly, maintaining accurate progress data, and using the Goal Map and Present Mode as the backbone of their team meetings. Here’s how to do exactly that.

The Goal Map

The Goal Map gives you an instant overview of where every OKR stands. Progress is visible at three levels:

• Each key result has its own progress bar and confidence indicator

• These roll up into a goal card score for each objective

• All cards feed into a consolidated view in the top right – a single number for the entire goal map

Present Mode

Present Mode gives you a detailed view of all key results – with the latest progress, confidence levels, and connected actions. Use it to run your team meetings directly from Noxit instead of maintaining separate status decks or update emails.

The Check-In

The Goal Map and Present Mode are only as good as the data behind them. A regular check-in routine is what keeps your OKRs alive. To check in on a key result:

• Go to the Me view to find all OKRs where you are the assigned owner

• Open a key result and press the progress update button – enter the current value or the change since last time

• Set your confidence: green (on track), yellow (at risk), or red (off track)

• Add a short comment explaining the number and what’s driving it

Don’t hesitate to mark yellow or red. It’s an early warning signal – not a judgment – and it gives your team lead the chance to support you before it’s too late

Building the Routine

The easiest way to make check-ins stick is to attach them to a meeting you already have. Update your key results in the five minutes before your weekly team sync, then run the meeting from Present Mode. When the whole team checks in regularly, the Goal Map comes to life – and everyone can see where things stand, where help is needed, and how their work connects to the bigger picture.

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Best Practice: Successful Progress Tracking

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Start your journey with Noxit

Matilda — Mon, 23 Feb 2026 13:29:59 +0000

Onboarding

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Get started

Start your journey with Noxit

Getting started with Noxit is simple — and powerful.

This slide deck walks you through the essentials: how to log in, set up your profile, understand permissions, and explore the three core levels — Company, Team, and Me. You’ll also learn how to create goal cards, define measurable key results, assign ownership, and connect actions to outcomes.

Noxit is built to create clarity and alignment. From your company’s North Star to individual contributions, every goal connects — making strategy visible and execution structured.

Go through the slides step by step, and you’ll have everything you need to start working with goals in a clear, focused, and connected way.

If you need support along the way, reach out to support@noxit.io — we’re here to help.

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Check-in a Key Result – Keep momentum and clarity

Matilda — Mon, 23 Feb 2026 12:54:01 +0000

Onboarding

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Tips & Tricks

Check-in a Key Result – Keep momentum and clarity

Regular check-ins are what turn goals into results. In this video, you’ve seen how to update progress on a key result and create transparency around where things stand.

To check in effectively:

Open the key result you own
Update the current progress value
Adjust your confidence level
Add a short reflection explaining what changed (or why it didn’t)
Click save

A strong check-in is not just about numbers — it’s about context. Use the reflection field to highlight risks, wins, blockers, or support needed. This makes meetings more focused and action-oriented.

Tip: Update your key results before team check-ins to keep meetings efficient and data-driven.

When everyone checks in consistently, alignment improves, accountability increases, and progress becomes visible across the organization.

Keep it simple. Keep it honest. Keep it updated.

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Contributing Key Results – Strengthen alignment across teams

Matilda — Mon, 23 Feb 2026 12:46:32 +0000

Onboarding

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Features

Contributing Key Results – Strengthen alignment across teams

Contributing Key Results help you connect your work to goals outside your direct ownership — without losing clarity around accountability.

In this video, you’ve seen how to:

Add a Contributing Key Result to support another team’s objective
Clarify ownership while still collaborating across teams
Strengthen alignment without duplicating goals
Make cross-functional impact visible in the Goal Map

A Contributing Key Result is ideal when your team influences a company or another team’s goal — but isn’t the main owner. Instead of creating parallel goals or tracking progress in separate tools, you connect your effort directly in Nooxit.

This creates:

Clearer accountability
Better cross-team collaboration
A transparent overview of how work connects
Stronger alignment toward the North Star

Use Contributing Key Results when collaboration matters — and when success depends on more than one team.

If you have questions, reach out to support@noxit.io — we’re here to help.

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Employee onboarding – Own your goals and make an impact

Matilda — Mon, 23 Feb 2026 12:35:13 +0000

Onboarding

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Get started

Employee onboarding – Own your goals and make an impact

As an employee in Noxit, your focus is simple: understand what matters, take ownership, and drive progress. In this video, you’ve seen how to manage your goals at the Me level, check in on team key results, and connect your work to the bigger picture.

To get started:

Complete your profile
Review company and team goals to understand direction
Update progress on the key results you own
Add confidence and reflections during check-ins
Create personal objectives with measurable, time-bound key results
Add clear actions with deadlines and status
Link your goals to relevant team objectives

If a goal is highly individual (like personal development), keep it at the Me level. If it directly impacts your team’s performance, consider placing or linking it at the team level.

Remember: progress creates momentum. Keep your key results updated, use comments to collaborate, and review your goals regularly with your manager.

Your goals are not isolated — they contribute to your team and the company’s North Star.

If you need support, reach out to us at support@noxit.io — we’re here to help.

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Team leader onboarding – Drive performance and create clarity

Matilda — Mon, 23 Feb 2026 12:24:59 +0000

Onboarding

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Get started

Team leader onboarding – Drive performance and create clarity

As a team leader, your role in Noxit is to translate company strategy into focused team execution. In this video, you’ve seen how to set up your team’s objectives, define measurable key results, and manage actions and check-ins — all in one place.

To get started:

Review company goals to understand the bigger picture
Set up your team’s Dynamic Board
Add clear objectives with measurable, time-bound key results
Assign one clear owner per key result
Add concrete actions with deadlines and status
Link your team goals to company goals in the Goal Map

Remember: focus and ownership drive results. Keep key results updated, add reflections and confidence levels, and run your check-ins directly in the platform to keep meetings structured and efficient.

When your team understands how their goals connect to the company’s North Star, engagement and performance increase.

If you need support, reach out to us at support@noxit.io — we’re here to help.

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Executive onboarding – Set direction and create alignment

Matilda — Mon, 23 Feb 2026 12:06:16 +0000

Onboarding

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Get started

Executive onboarding – Set direction and create alignment

As an executive, your role in Noxit starts with setting the direction. In this video, you’ve seen how to structure your organization, define your North Star, and translate strategy into clear objectives and measurable key results.

To get started:

Customize your organizational structure
Invite the right people with the right permissions
Create a company board (we recommend using the Dynamic Board template)
Define your North Star and top-level objectives
Add measurable, time-bound key results with clear ownership
Connect goals across company, team, and individual levels

Remember: clarity drives accountability. Assign one owner per key result, keep progress updated, and use the Goal Map during check-ins to ensure alignment across the organization.

When company goals are clearly defined and connected, your teams can execute with focus and confidence.

If you need support, reach out to us at support@noxit.io — we’re here to help.

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Leadership and goal-setting with Ebba Lagercrantz at Pändy

Jullia Pizarro — Mon, 16 Feb 2026 18:21:34 +0000

How do you lead a fast-growing company, bring the entire team along in the same direction, and make goals something that actually engages people in day-to-day work? In this episode of ***Nå mål*, Ebba Lagercrantz, CEO of Pändy, joins the show and shares her experiences from e-commerce, marketing, and the journey from operational roles to leading an entire company.**

The interview is hosted by Sophie Hedestad, CEO and co-founder of Noxit.

From e-commerce to CEO of Pändy

Who is Ebba Lagercrantz, and what did your journey to the CEO role look like?
My name is Ebba Lagercrantz, I’m 32 years old and grew up in Stockholm. I have a background in e-commerce and marketing and today I lead Pändy, a confectionery company within FMCG. When I started at Pändy five years ago, we were only three people, however today we are 17 employees and part of Humble Group.

What is Pändy?

Tell us about Pändy who are you and what do you do?
Pändy is a Swedish confectionery company focused on reduced-sugar candy. We start from classic candy varieties that many people recognize from pick and mix candy color, taste, and shape. We remove the sugar and replace it with our own patented fiber solution. The result is candy with no added sugar, without compromising the taste experience. When the company was founded, the focus was protein-enriched products for a niche fitness audience. Shortly before I joined, a complete repositioning of the brand took place, shifting from protein to sugar reduction. I came in as Marketing Manager in 2020 with the task of leading that transition.

Where are Pändy’s products available?

Where can you buy Pändy today?

Pändy’s products are widely distributed in the Sweden and Norway in grocery retail, convenience retail such as Pressbyrån and 7-Eleven, online via online pharmacies, Amazon, and our own e-commerce store. For customers outside the Nordics, Amazon is the easiest way to find Pändy.

Early experience with goals and KPIs

How did you start working with goals and KPIs?
My background in e-commerce has shaped how I work with goals. In e-commerce, almost everything is measurable. Early in my career, I worked with influencer marketing at a large e-commerce company, where goals were extremely concrete, often tied to sales through discount codes.
We had clear KPIs that showed exactly how much revenue each campaign generated. That built a strong understanding of the relationship between activity and results, something I’ve benefited greatly from later as a leader.

From individual goals to company governance

How does goal-setting differ as a CEO compared to operational roles?
It’s a huge difference. As CEO, it’s not just about your own KPIs it’s about getting the entire organization moving in the same direction. At Pändy, we are 100% owned by Humble Group, which means overarching goals and priorities are set at the group level.
My role is to translate these owner directives into concrete, realistic goals for Pändy at the company level, team level, and individual level. Everyone should understand why the goals exist and how their work contributes to the bigger picture.

How Pändy works with goals

How do you break goals down across the organization?
The work starts in the budgeting process, often with forecasts from the sales team. Logistics, operations, and marketing are then involved to ensure the goals are achievable. Once company goals are set, they’re broken down into team goals and then further into individual KPIs.
Everyone at Pändy has clear goals—individual KPIs, team goals, and company goals. That creates accountability, transparency, and engagement.

Follow-up: monthly, quarterly, and yearly

How often do you follow up on your KPIs?
We work with monthly KPIs and follow up both monthly and quarterly. At the same time, the full-year budget is what ultimately governs. Individual months can vary, but over time the quarters and the year should align with the plan.

Engagement in a fast-growing company

How do you get different personalities aligned behind the same goals?
Transparency is crucial. Employees need to understand where the numbers come from and feel that the goals are both challenging and realistic. In a growth company like Pändy, you often attract people who are driven and open to change, which helps.
If someone still feels resistance, we try to break the goals down into smaller parts and understand what’s creating uncertainty. Engagement is created through participation.

Balancing short-term and long-term

How do you balance daily operations with long-term transformation?
That’s one of the biggest leadership challenges. Pändy has grown quickly and shifted from a strong growth focus to an increased focus on profitability. At the same time, day-to-day operations have to work.
We work agilely and have always had a three-year strategy, but it has been revised several times. For us, it’s about daring to think ahead without losing momentum in everyday work.

A success factor: digital-first

What are you most proud of in Pändy’s journey?
That we dared to do things differently. We had a clear digital-first perspective early on, both in marketing and sales. Through e-commerce and digital marketplaces, we could quickly gather data, understand our target audience, and build the brand.
That laid the foundation for our rapid growth and made it easier later to step back into physical retail with better insights than many traditional players.

How Pändy celebrates when goals are reached

How do you celebrate successes?
Celebrating goals is important to us. We have monthly after-works where we highlight both big and small successes. That can include everything from personal achievements to reaching major milestones.
Recently, we celebrated that Pändy passed SEK 100 million in year-to-date revenue—with a big party. Pausing to celebrate strengthens both culture and motivation.

Ebba’s leadership at Pändy is characterized by clear goals, transparency, and strong commitment to both people and results. By combining a data-driven approach, realistic KPIs, and a clear direction, Pändy has grown from a small team into an established candy-shelf brand—and the journey continues. We thank Ebba for joining the Nå mål podcast.

The post Leadership and goal-setting with Ebba Lagercrantz at Pändy appeared first on Noxit.

OKR-planning template for structured OKR workshops

Matilda — Mon, 22 Dec 2025 09:21:04 +0000

OKR-planning template for structured OKR workshops

Sign up to access the template

Matilda

Founder & Head of UX, Noxit

Successful OKR planning requires more than good intentions. It requires a clear structure, the right questions, and a shared way of making decisions.

This OKR planning template is a ready-to-use PowerPoint built to guide a complete OKR planning workshop—from first discussion to defined Objectives and Key Results. It’s designed for teams and leaders who want clarity, focus, and commitment in their OKR planning process.

The template includes:

A proven OKR planning agenda with timing and flow
Exercises to define and prioritize Objectives
Practical guidance for writing strong, measurable Key Results
Examples of strategic vs tactical OKR-planning
Voting, ownership, and decision points
Clear next steps for rollout and follow-up

This OKR planning template is used in real workshops and helps teams avoid common planning mistakes like vague Objectives, activity-based Key Results, and unclear ownership.

Enter your email to unlock the OKR planning PowerPoint template and use it in your next OKR planning cycle.

More to explore

Patrik Frisk CEO at Reju – How to Get Teams Aligned

In this episode, I meet Patrik Frisk from Reju. He has a long international career and has led major brands...

March 30, 2026

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Leadership and goal-setting with Ebba Lagercrantz at Pändy

How do you lead a fast-growing company, bring the entire team along in the same direction, and make goals something...

February 16, 2026

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OKR-planning template for structured OKR workshops

Struggling with OKR-planning? This ready-to-use PowerPoint template helps you run a structured OKR planning workshop with clear objectives, measurable key...

December 22, 2025

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Want to reach your goals?

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