Perimed appoints new CFO
With a goal of doubling revenue in five years, financial leadership is a keystone of Perimed’s growth journey. Our ambition is not just to expand the business but to transform how we innovate and respond to clinical and technological advancements. The appointment of Christoffer Berggren as Chief Financial Officer (CFO) aligns our commercial momentum with financial discipline to ensure sustainable growth.
In this context, Christoffer’s role will be to translate that ambition into execution. As CFO, he will focus on building the financial structures, visibility, and discipline required to support sustainable growth, while ensuring that investment decisions remain closely aligned with Perimed’s long-term strategy. In the following Q&A, Christoffer shares his perspective on joining Perimed, the priorities he sees ahead, and how financial leadership can support the company’s next phase of development.
What attracted you to Perimed at this stage of the company’s development?
From the outset, it was clear to me that Perimed’s clinical foundation was solid, but from a commercial and financial perspective, I want to tap into its growth potential, especially in the US. This growth should deliver long-term value by improving margins and increasing the adoption rate among clinicians. A small Swedish medtech company with that kind of opportunity presented a chance for me to “spänna bågen,” as we say in Swedish, to challenge myself to bring innovation into the financial side of the business.
What does that mean in practice?
Without giving away too much of our plans, one of my initial focus areas will be pricing. Putting a fair price on innovation is challenging, especially in highly regulated industries like medtech, as costs are often hidden and not purely R&D. Part of this involves exploring business models that make it easier for customers to access our products and solutions. The subscription model, for example, is gaining traction across the industry, though its implementation varies by region. It would allow us to align our offerings with the ongoing needs of healthcare providers, ensuring clinicians have uninterrupted access to the latest medical technology without upfront capital investments.
How do you see the CFO’s role supporting Perimed’s growth ambitions over the coming years?
The CFO’s role is to provide clarity and structure to enable sustainable growth. Everyone at Perimed is already well-informed of the company’s financial goals, quarterly progress, and how individual decision-making impacts profitability. My focus will be on turning that transparency into actionable insight: ensuring investment decisions are prioritized, risks are understood, and opportunities for growth in new markets, business models, and product lines are supported by solid financial planning. In practice, it is about giving the leadership team the confidence to move quickly while maintaining discipline and resilience.
What financial principles do you consider essential when scaling a specialized medtech company?
Discipline, transparency, and a long-term perspective are key. In medtech, you cannot separate financial decisions from clinical and regulatory realities. A clear understanding of cost structures, margins, and investment priorities allows us to make decisions that support sustainable growth and innovation.
How do you balance investment in innovation and commercial expansion with financial control?
It comes down to prioritization and a clear strategy. Not all opportunities deliver the same strategic value, so it’s important to focus resources on initiatives that align with our long-term objectives.
Thank you, Christoffer. Our ongoing sales expansion, together with Christoffer on our leadership team, makes for a strong start to 2026. As we look forward to doubling revenue in the next five years, we are not just anticipating growth; we are engineering it.
Welcome to Perimed!
Per Wallén (Chief Executive Officer)
As CEO of Perimed, I am dedicated to driving the company’s commercial success while ensuring our solutions continue to meet evolving clinical and technological needs. Throughout my career, I have focused on the commercial side of medical device sales in senior leadership roles. My formal training in anti-submarine warfare taught me the value of preparation, clear communication, and decisive action — qualities I believe are crucial to commercial success.
Disclaimer
The views and opinions expressed in this blog post are solely those of the author and do not necessarily reflect the official position or policies of Perimed. The content provided here is intended for informational purposes only and should not be interpreted as clinical claims or medical advice. Readers should consult healthcare professionals for specific medical concerns or treatment options.