Best Managed Companies 2025: SERWIZ targets a doubled bottom line

Christian Lunner, how would you outline the business strategy of SERWIZ?
“It is built on three pillars. The first is integrity and transparency. Integrity means that our employees must receive the correct salary on time. Cleaning is hard work and a low-prestige job. That makes it even more important to get the basics right. Transparency relates to our customers. Facility Management is a low-margin industry with tough price competition. From the outset, we decided to run a healthy business with full openness.

The second pillar is data impact. We have huge amounts of data and see it as a resource that can help us improve both internally and for our customers.

The third pillar is sustainability. We also have a responsibility to help repair the damage humans have done to the planet. That is why we consciously avoid things we cannot stand behind. For example, we say no to cheaper goods if they contain pesticide residues, and no to caged eggs in our catering operations. We know these principles can cost us more, but we stand firm in what we believe is right.”

Why did SERWIZ apply to become one of Denmark’s Best Managed Companies?
“I read about it in Børsen one day and got curious. It clearly stated that you had to be ready to be challenged and that appealed to me. From the beginning, we agreed on being open and honest and be transparent about what we actually had under control and admit the parts where we knew we would get some criticism.”

What process did you go through, and what did it require of you?
“The process was very thorough and structured. First, we had to submit an initial application to join. Fortunately, we were selected, and then we had a workshop facilitated by Deloitte. We treated it a bit like an exam, because we were receiving input from some very senior profiles. But they were extremely sympathetic, competent and surprisingly interested in our business. It was not just a marketing gimmick; they were fully engaged. Based on the outcome of that workshop, we prepared the final application text, which an external jury evaluated. And we were lucky – and skilled – enough to win.”

What have been the biggest eye-openers?
“One area where we were really challenged was our strategy. We had been working according to a plan we called 1-5-50; DKK 1 billion in revenue, 5% margin, and DKK 50 million on the bottom line. When Deloitte saw that, they said, you will reach those targets soon, so what is the next goal? It became clear that our strategy, which was four years old, was outdated, and we had not really considered in a structured way what came next. That was a good wake-up call.”

Best Managed Companies are evaluated on four parameters: Strategy, culture, innovation and governance/finance. How did you perform within these areas?
“I believe decisions often get dumber the higher up in the hierarchy you go – all the way up to me and my co-owners. By that I mean, we do not really know much about what happens in daily operations; others are far smarter about that. In that regard, Deloitte praised us for our decision-making structure. We call them ‘cubes’. Cubes are our cross-functional decision forums, where the people around the table actually know which chemicals we should buy, which machines and so on. That way of working also reflects our culture in SERWIZ. Open, collaborative and built on trust in the people who are closest to the work.

In terms of innovation, we were acknowledged for our use of data. Particularly because we do not just use insights internally but also apply them toward our customers. We have built a lot of data points that reflect our customers’ CO2 consumption. We want to provide that knowledge to them and show them how they can reduce it – primarily in their catering operations by buying differently, avoiding waste, etc.

On governance, however, the workshop team pointed out weaknesses. We had a very small board consisting of four owners – one of whom has since stepped back from daily operations – and an external chair. It became too insular. We lacked external perspectives, and they were absolutely right about that. They also criticised our risk management; it needed more attention. Based on that feedback, we added a new board member and introduced a more systematic risk management process.”

What value has being part of Best Managed Companies created for you?
“We are going to grow more than we otherwise would have, and I believe we can double our bottom line.”

Do you plan to apply again?
“We will definitely apply again. It challenged us in the areas where we needed to be challenged, and on top of that, it was fun to be part of.”

Jury’s statement

In 2025, SERWIZ was recognised as one of Denmark’s Best Managed Companies by an independent jury. Here is what the jury highlighted about SERWIZ: