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Martin Hansen founded Mover and, depending which side of Scandinavia you’re standing on, is either Managing Director or CEO – same job, different label. Beyond the usual duties of the title, most of his time goes to business and product development: figuring out what Mover should build next, and how to get it in front of the right customers. Ask him what he’s personally built or changed at Mover, though, and he deflects: “Others should answer that.”
Before Mover, Martin worked as a management consultant specializing in change management – aligning how organizations behave with what they’re actually trying to achieve, the what and how of strategy implementation. Earlier still, a background in sales and business development taught him to separate goals from means, which is part of why he communicates constantly, and why he’s ambitious and impatient on his customers’ behalf.
Two beliefs run through how he talks about the work. One: transparency and continuous improvement aren’t optional — Mover’s team should be direct and honest with customers, and keep pushing them to use data and systems better, to cut waste. The other: efficient logistics is becoming table stakes, yet most companies still outsource it or run it on legacy systems, missing the chance to run their own operations like a logistics company and turn it into a real advantage. “It starts with how you see yourself, your company, and the role you play in it,” he says.
The ambition, put simply: “stop being European logistics’ best kept secret.”
