Innovation and sustainability. These two powerful words are the defining characteristics for how Fredrik Anderson runs the company, CellMark, as the current CEO, and how he wishes the company’s business to impact the world. Acting as a global resource network for buyers, sellers and entrepreneurs, CellMark is an expansive and multifaceted platform that spans 30 countries and whose influence and services penetrate more than 120 different markets. How has such a massive operation managed to not only stay alive, but continue to be relevant in this increasingly digitized and technologically oriented society? Fredrik Anderson owes this success to a commitment towards constant innovation, not only in the ventures the company pursues, but in the way it operates and its customer centricity business modelling in order to create new or find latent customer value. The attraction of “talented, curious people with a passion for ethical behavior and an entrepreneurial mind” is a key part of how CellMark continuously evolves. The company fosters an environment of learning, where new ideas are constantly being developed, and the people who are enthusiastic about what they do, are leading the global market.
“When I became the CEO of CellMark in 2014, I was so nervous I couldn’t sleep for months.” Having to make that transition from being a colleague to being a boss, Fredrik Anderson was plagued by what kind of message he wanted to send his employees, by what kind of leader he wanted to be. What he soon ended up emulating was the idea of creating a “sustainable business.” There is a constant flow of new inventions or concepts that drastically change the demands of society and thus the demand for certain businesses. By employing personnel that can bring new modes of thinking to CellMark, and who find purpose and pride in their work, Fredrik Anderson has “built a sustainable business that adds value to everyone, customers and employees alike.” While acknowledging the importance of financial success, Fredrik Anderson’s standard of success is also judged by the principles that guide the company, by the staff retention rate, aggregate satisfaction by his employees and image perceiption as “network orchestrators.” Through his focus on employee interaction and contribution, Fredrik Anderson’s perspective on business truly reflects the idea that a company is only as good as its people. The values and the guiding principles at CellMark emphasize the importance of innovation and substantiality in keeping the company thriving.
Fredrik Anderson has been lucky to travel all over the world, and when asked his favorite place to visit, his answer was China. Over the years, he has visited China a lot and been to 17 of the 22 provinces. This is a country that he loves, specifically the people, the culture and not the least fantastic food. He recognizes that Beijing, in its efforts to bring up the poverty line, increased the pollution of the country to 500 micrograms per cu m and today 65% of the global clean tech investments are made by Chinese companies in China. This issue highlights a key aspect of Fredrik Anderson’s goal for the company being innovative and sustainability oriented, not only for self-sustainability but promoting sustainability throughout the world market. “There are major possibilities to cross bridge our global network’s capabilities and modern technology in China, whether it is moving from petroleum based products to biomaterials, recycling, renewable energy or emission reductions.”
The ethical standards that CellMark employees, including Fredrik Anderson, hold themselves to, are exhibited in how they interact with clients and the goals they pursue. Though too small to directly instigate immediate change, Fredrik Anderson believes in a collective responsibility of all communities and companies, and that CellMark can “do our part in the collaborative chain reaction.”