Bromma had a high market share of spreaders when Meurling joined in 2007 that remains to this day as he retires.


instance this helped avoid a major incident. “We’d had a meeting in London to present our plans and strategy to the media, along with our views on the market,” he says. “The journalist sent the draft article to me and somehow, he had written that Bromma was planning to acquire one of the world’s largest crane manufacturers. We found it very funny that they thought a smaller supplier like Bromma would be buying a much larger company – and luckily, we were able to correct the story before it reached the page.”


Biggest achievement Despite a career of almost 20 years, Meurling remains modest about his personal achievements. “One thing that is pleasing is that Bromma had a high market share of spreaders when I joined the company, and we still have a high market share as I leave,” he says. “The market has become a lot more challenging, particularly due to low-cost competition, but we are maintaining our position. I have played a part in that but of course it is down to the whole company.


“I have always believed that our task is not to


sell products, it is to help our customers perform better when it comes to equipment uptime and productivity. I have promoted this internally throughout my time with the company. This idea runs throughout Bromma’s company culture and is one of the reasons for our continued success. You build relationships by being there to support the customer from planning to purchase and aftersales. It must be more than just a seller-buyer relationship.” He cites the example of a quality issue that


arose early in his career. “What could have been a catastrophe for the company turned out to be something good,” he says. “Our customers


Big changes The changes in corporate ownership have occasionally thrown up challenges which Bromma has overcome. “We were supplying a lot of OEMs with our spreaders,” he says. “When we became part of Kalmar, we had to work hard to reassure those OEMs that we would not share the information they gave us with Kalmar, which was serving some of the same end markets. We have always understood our role in the value chain, and serving our customers comes first.” The other major change was moving its headquarters from Sweden to Singapore in 2015. “It was a bigger change internally than it was for


Meurling stakes Bromma’s success on its customer relations.


realised that we would never walk away from a problem. That really builds loyalty.” And at PEMA, he led Bromma’s involvement in industry solutions and standards for verified gross mass – ensuring that crane operators had accurate data on container weight, which could vary wildly from the declared weight.


our customers,” he says. “But we have retained the company culture that was influenced by our Swedish heritage.” The move located Bromma at the heart of the biggest Asian market outside of China. “We thought that moving our HQ to such a big market would position us closer to our customers there and that has proved to be the case.”


Next steps Meurling called his retirement his eternal vacation. “I will play more golf – or as my wife would say, even more golf,” he jokes. “I also want to spend time with my grandchildren, and I have a summer house that needs a lot of work.” But he also hopes to remain active in the industry. “I love this industry and want to remain connected one way or another,” he says. “I have a lot of experience after 40 years in international business and 20 in this industry. I hope that it can be of use to some companies, either as a consultant or in a strategic leadership role.”


www.hoistmagazine.com | July/August 2026 | vii


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