Emil Larsson joins Turbotic as Chief Revenue Officer, bringing nearly a decade of automation experience across global enterprises and the Swedish public sector — and a conviction that the problem, not the technology, is where every engagement should start.
Emil Larsson joins Turbotic as Chief Revenue Officer, bringing nearly a decade of automation experience across global enterprises and the Swedish public sector — and a conviction that the problem, not the technology, is where every engagement should start.
Most automation programmes don't fail because the technology didn't work. They fail because someone bought the technology first and went looking for a problem afterwards. It is the most common and most expensive mistake in the market, and it has survived the shift from RPA to AI intact — only now the tools are more capable, so the mistake costs more. Closing that gap between what a business actually needs and what gets implemented is the work, and it is why we have appointed Emil Larsson as Chief Revenue Officer.
"A classic mistake I see is companies buying technology and then expecting it to solve their problems for them. The real starting point should be understanding which problems actually need solving — and, equally important, getting the people who will use the solution involved from the beginning. If the business doesn't see the value, understand the change, and feel ownership, even the best technology will struggle to deliver impact. Technology comes after that. I also see companies treat the combination of different technologies as an obstacle, when in reality it can be a large part of the solution. That's something I want to do differently at Turbotic — putting the business and the people who will use these solutions at the centre of the transformation," says Emil Larsson, Chief Revenue Officer at Turbotic.
From the sales side to the strategic side
Emil started on the sales side in 2015 and has worked on large implementation projects ever since, moving from tactical delivery into strategic automation work. His role widened quickly — from selling into advising — and he has spent most of the years since operating in the space between commercial and implementation, where you have to understand both what a business needs and how technology actually translates into practice.
His clients have spanned the globe, alongside significant work with Swedish public sector organisations. A consistent thread runs through it: helping organisations scale their initiatives from individual projects into larger, more strategic programmes. That is a different skill from selling a first pilot, and it is the harder one.
The results reflect it. On an early Process Mining engagement — when the technology was still in its infancy — his team identified SEK 34 million in uninvoiced revenue, and realised effectively all of it at the push of a button. During the pandemic, he worked with Swedish regions and private healthcare providers on documentation, invoicing and medical records, with a single goal: take the administrative load off clinical staff so doctors could see more patients.
Why this matters for Turbotic's clients
As Chief Revenue Officer, Emil's focus is scaling Turbotic's business alongside our clients — finding the right organisations to work with, building long-term relationships, and drawing a clear line between a client's business challenge and the technology that genuinely solves it.
That line is where his view differs from the traditional automation approach he has spent years inside — and it does not end when the first project goes live.
"The hard part is no longer building the first thing — with AI, getting something working is almost easy now. The hard part is the second year: forty things running across five departments, no one owning the whole picture, and no honest answer to what it's all worth. That's where most automation programmes quietly stall. Scaling isn't about building faster, it's about being able to see and steer what you've already built," says Emil Larsson.
On international growth, his position is deliberately unhurried: the first step is finding the right kind of clients and growing with them. The international dimension tends to arrive naturally when you work with organisations that already operate across several markets. The focus stays on qualitative output and real business value, wherever the work happens.
"Most commercial leaders in this market are trained to sell the technology. Our clients have had enough of that — what they want is someone who understands their business first, and Emil has spent a decade doing exactly that," says Theodore Bergqvist, CEO and Co-founder of Turbotic.
What working with Emil looks like
The first conversation looks different from most. Not slower — he moves quickly once there is something worth moving on — but he will not put a solution on the table before he understands the business and the people in it. What are you actually trying to achieve, what is standing in the way, where can technology create real value, and when is the right moment to act? Getting that right is the shortest route to something that holds up two years later.
The relationship matters more to him than the deal. Nobody knows exactly what the next few years look like in this market, and that is precisely the argument for building partnerships that can absorb it — where you know each other well enough to be honest about what is working, and to change direction together when the technology shifts again. The clients he is proudest of are the ones he has worked with for years, not the ones that signed fastest.
What brought him to Turbotic after nearly a decade in the industry was the shape of the company itself: he had been missing a smaller firm that knows its clients properly and can move quickly when new technology and new capability reach the market. Turbotic pairs that speed with deep technical competence — which matters in a market changing this fast. Having done business with Theo for years, he already knew the culture: people helping each other, a clear focus on solving client problems with whatever technology fits, our own or someone else's, and very little distance between an idea and acting on it.
He also fully intends to enjoy it. He is a firm believer that the best work comes out of teams that have fun together — and he has never needed much encouragement to come up with something slightly ridiculous along the way. Clients and colleagues tend to notice.
Welcome to Turbotic, Emil. We are glad to have you on board.
