When Stian Johnsen signed on as Bluegreen’s new CEO last autumn, the ambition was clear: to take the company from development and individual projects to full industrialization and scaling. Now he is in place.
“It’s very exciting. I’ve been looking forward to this for a long time. We are in an incredibly interesting phase,” says Johnsen.
Bluegreen has spent several years developing and testing Marine Donut – the world’s largest floating closed containment fish farming system. The results speak for themselves: two generations of salmon, nearly 2,000 tonnes produced, zero lice treatments, very low mortality and a high superior share.
At the same time, the company has received approval for production in Norway’s red zones.
“We have technology that delivers. We now have political framework conditions that support us. And we are receiving positive signals from the market. Everything is in place,” he says.
Johnsen describes himself as focused and impatient – in a good way.
“I like momentum. And I like to see results.”
Bluegreen has grown rapidly. Now it is about taking the next step.
“We are moving from a startup mentality to becoming a clear commercial player with serial production and recurring orders. That is a completely natural development for a growth company.”
He also experiences that the organization itself wants this development.
“Often you meet resistance when you come in and start changing structures. Here I experience the opposite. People want clearer frameworks, better structure and greater efficiency. That gives energy.”
In the past, much of the focus has been on delivering the next project.
“When everyone has more than enough to do, there is little room for strategic and long-term work. Now we will build systems that allow us to both deliver well today – and prepare for strong growth tomorrow.”
The transition from founder-led management to a new CEO has been planned and carried out in close dialogue.
“Nils-Johan and I share the same vision for the company and what it takes to succeed. We may have slightly different approaches, but we complement each other well.”
Chairman, main shareholder and group CEO Nils-Johan Tufte will now focus fully on market development and partnerships, while Johnsen leads the day-to-day operations.
“That gives us a clear division of roles. And it gives Bluegreen real momentum.”
As CEO, Johnsen will prioritize organizational structure and professionalism – but he will not be sitting in the office in front of Excel sheets.
“I will stay close to the projects. We need to ensure strong progress and profitability in everything we do. That’s where our values are actually demonstrated in practice.”
He already knows the industry well after many years in aquaculture technology and international business, and has previously worked with Bluegreen both as a customer and a supplier.
“I know what customers expect: predictability, delivery capability and profitability. That’s what we will deliver.”
Marine Donut has already attracted interest beyond Norway. Bluegreen is scaling up both in Norway and internationally, and global expansion will be an important part of the road ahead.
“I’ve worked internationally for many years and look forward to using that experience here. At the same time, it’s important that we build a strong organization at home in Bamble. That’s where our foundation is.”
The ambitions are clear: Bluegreen is already a world leader in the design and construction of complex thermoplastic structures – and aims to become the market leader in floating closed containment aquaculture.
“We have the technology. We have the expertise. We have the people and the momentum. Now it’s all about execution and structure.”
“This is where it really starts to get exciting,” Stian concludes.
