Northvolt cuts staff with 20 %

Swedish battery-maker Northvolt will let 20 % of its staff go. The company is looking to lower costs as it seeks new financing after delays to scaling up initial battery production.

For people following Swedish and international business media (or the company’s own communications a few weeks ago), the news is not surprising. Björn Jeffery gives a good overview on the situation in SvD (in Swedish).

I haven’t followed Northvolt closely, but it is clear to me that there will be a bunch of learnings (not all new) and a few challenges that are difficult to avoid will have been highlighted when the situation is over.

Factories and new production systems are/can be very expensive to get going. Northvolt has managed that by being amazingly good at raising capital (truly one of the best). But when big projects are not ready on time, it is difficult to construct a financing setup that is resilient. Especially when the ambition to grow fast has been extremely high.

Mastercard acquires Recorded Future for $2.65 billion

Mastercard has acquired Recorded Future for $2.65 billion. This makes it one of the largest Swedish-related technology exits of all time.

It’s slightly more than eBay’s acquisition of Skype in nominal terms ($2.6 billion in 2005), but adjusted for market valuation levels and inflation I’d say it’s a smaller acquisition.

It is larger than Microsoft’s acquisition of Mojang (makers of Minecraft) at $2.5 billion, PayPal’s acquisition of iZettle at $2.2 billion and Visa’s purchase of Tink at $2.15 billion.

The larger outcomes that come to mind went public on the stock exchange (e.g. Spotify and King (makers of Candy Crush)).

Founder Mode, take 3 (one size fits all advice doesn’t fit all)

One of the core elements in Paul Graham’s Founder Mode is that well-meaning people (which I assume include investors) had given Brian Chesky (at Airbnb) poor advice on how to organize and manage the company.

I think that reflects the fact that one size fits all advice usually doesn’t fit. Both the person giving advice and the founder taking advice need to think deeply how general rules apply to the specific founder and company.

Viktor Nyblom said it well in a LinkedIn comment:

“I think it’s about culture. One a founder stops being true to who they are and how they act (eg to start managing “properly”) the culture in the company changes. This could be a good thing if the org was stressed by a founder who is medling too much. But it could also be a bad thing if nobody steps in to say “this is not good and/or fast enough”.”