Petri Nieminen

Throughout my 25+ year career in the construction and industrial sectors across the Nordics and Central and Eastern Europe, I have consistently created measurable value in complex business environments—through transformation, turnaround, and sustainable growth.
My professional DNA lies in leading companies through significant change. Whether it’s navigating market downturns, integrating post-merger entities, or revitalizing underperforming units, I have repeatedly delivered results by combining structured financial discipline with people-first leadership.
Turning Around Performance Under Pressure
As CEO of Talliosake Oy, I led the business through a complete turnaround amid a collapsing real estate market. I shifted the focus from aggressive expansion to survival and restructuring. By streamlining operations, reducing headcount from over 70 to under 20 while improving employee satisfaction, and maintaining financial stability, I ensured financial viability and successfully executed a management buyout during one of the toughest market periods in the industry.
Building and Integrating Market Leaders
At Nordec Group Oy, I served as the first acting CEO following the merger of Normek Oy and RBS Oy. I created the management system, structure, and culture of the new group, with full P&L responsibility for €190M in revenue and 800 employees across 6 countries. Despite the complexities of integration and carve-outs, we achieved an adjusted EBITDA of €11M, reduced operational working capital to negative, and delivered on synergy targets—solidifying Nordec’s leadership in steel frame construction.
Driving Profitable Growth Through Transformation
At Ruukki Construction, I led a 2-year transformation of the project business unit (RBS), restoring profitability through clear role definitions, streamlined processes, and enhanced cross-functional collaboration, and then increasing revenues organically from €95M to €140M in five years. I modernized operations by introducing Lean Construction principles, improved customer alignment, and implemented robust risk and incentive management systems—significantly increasing safety, productivity, and cash flow.
Leading Through Crisis and Complexity
From restructuring Skanska Infra’s Civil Engineering Unit during the global financial crisis to managing international matrix organizations, I have repeatedly succeeded in uncertain conditions. I combine strategic clarity with operational execution, empowering people while keeping businesses commercially viable and resilient.

I bring a hands-on, transparent, and accountable leadership style, with strong P&L expertise, cash flow management, experience in corporate restructuring, and a proven track record of building resilient teams and businesses. I’m fluent in English, native in Finnish, and speak intermediate Swedish. I’m now open to CEO, COO, Head of Business, or selected Board/Interim roles where there is a real challenge—and opportunity—to drive meaningful change.

Core Impact Themes:
• Strategic Restructuring: Reversed losses and executed high-stakes turnarounds in multiple leadership roles.
• Operational Efficiency: Delivered results through cost controls, cash flow optimization, and working capital reductions.
• M&A and Integration: Led carve-outs and integrations with full P&L and post-merger operational responsibility.
• Growth Enablement: Built and scaled businesses by aligning structure, culture, and customer value.
• People-First Leadership: Known for transparency, trust, and accountability—creating resilient and motivated teams.