When NOX was founded, a strategic decision paved the way for its future success. By acquiring a subcontracting business from a partner looking to exit the market, NOX gained a solid foundation to build upon. Ten consultants were already operating before the company officially launched, resulting in an impressive first-year revenue of 43.7 million SEK.
In the interview, Pernilla shares her insights on successfully scaling a business—from driving sustainable growth with the gig model to leveraging AI for real operational benefits.
1. Sell a Person, Not Just a Resume
Pernilla sought to create a business model that distinguished itself from traditional consulting firms and large consultancy brokers. She distanced herself from conventional practices in which consultants are sold based on polished resumes and often left "on the bench" without assignments. At the same time, she observed large brokers prioritizing vast databases of resumes over building relationships with individuals.
NOX positioned itself as a hybrid of these two models. “We found that sweet spot in between,” Pernilla explains. By combining extensive delivery capacity with strong personal relationships, NOX tailored its solutions to meet real client needs. Instead of offering just a resume, NOX provided a skilled individual—a specialist with the right expertise to make a tangible difference.
“It’s about meeting and getting to know the people in our network. Since we primarily work with entrepreneurs, most of them are automatically more senior,” she notes.
By focusing on what she calls a "known delivery capacity," NOX achieved better alignment between client needs and consultant expertise.
2. Scalability through Master Data
An early commitment to digitalization and master data was a cornerstone of NOX’s growth. Streamlining business processes—from consultant onboarding to payment—into a unified system significantly reduced manual workloads and increased efficiency.
“We recognized early on the importance of digitalizing our operations and working with master data. Instead of moving data between systems, we wanted a streamlined process that simplifies the entire workflow,” Pernilla explains.
The pandemic in 2020 brought unexpected challenges. Activities previously reliant on physical meetings had to go digital—almost overnight. NOX adapted within a weekend and saw the transition as an opportunity to further invest in digital solutions, leading to a significant boost in business two years later.
This focus on efficiency created a scalable platform that allowed NOX to grow without adding unnecessary complexity.
3. Avoid Fixed Costs with a Gig Model
NOX’s gig-based business model is designed to minimize risks while requiring continuous investments to maintain quality and development. Pernilla highlights how the gig model avoids fixed costs, as consultants are not directly employed by the company.
“We operate on a fundamentally low-risk model. Since we don’t employ consultants, a drop in business means we lose revenue, but we avoid the costs of idle consultants,” she says.
To ensure quality, NOX employs a rigorous process to vet every consultant entering the network. This includes interviews and assessments to confirm their suitability.
“Our consultants go through thorough quality assurance. We meet and interview them to ensure we understand who they are and what they bring to the table,” Pernilla adds.
Once engaged, consultants and clients remain closely supported with regular follow-ups to address any issues and ensure expectations are met.
4. Strategic Investments in Community and Relationships
Building and maintaining a strong community of consultants is central to NOX’s strategy. Particularly during economic downturns, the company intensifies its efforts to provide added value and strengthen relationships with its network.
“We invest heavily in building our community and creating value for our consultants, so they want to stay with us,” Pernilla explains.
The company organizes regular events and maintains active communication, believing that strong relationships take time to build.
“Building relationships takes time. We focus on creating the conditions necessary for those relationships to grow and deepen,” she emphasizes.
This long-term approach strengthens both professional ties and the quality of service delivery, forming the backbone of NOX’s continued success.
5. Let AI Be Driven by Business, Not IT
Having worked with AI since the early 2000s, Pernilla sees it as a game-changer for businesses looking to improve efficiency.
“AI is a powerful enabler in so many ways. Studies show that companies can achieve more than 40% efficiency gains with AI,” she says.
She advises companies to start by identifying processes that are ripe for optimization. Administrative tasks such as writing newsletters, reviewing contracts, or creating marketing materials are areas where AI can have an immediate impact.
However, AI should not be treated as an IT issue. Pernilla stresses that it is a business-driven tool, with IT playing a supportive role.
“Those who think AI belongs in the IT department are missing the mark. IT loves AI, but they tend to create unnecessary complexity. AI should focus on business needs and be driven by operations, with IT as a partner to deliver the solutions,” she explains.
Rather than fearing what competitors are doing with AI, Pernilla encourages leaders to explore the technology’s possibilities.
“The key is to get started. AI evolves so quickly that what was relevant two weeks ago might not be today. The important thing is to keep up and use it as a driver for progress,” she concludes.
Listen to the full interview with Pernilla Ramslöv in "Meet the CEOs" for more insights on AI, relationship-building, and how the gig model can fuel sustainable growth.
