Aumla Winning with Wellbeing
How Omniarch’s focus on people created a gazelle company
People are the primary goal – financials come second. Pelle Pettersson, co-founder and CEO of Omniarch, on growing a consultancy to 50 people in four years with low staff turnover.
Pelle PetterssonCo-founder and CEO of Omniarch
The conversation is in Swedish.
A knowledge hub, not just a consultancy
Pelle Pettersson started his first e-commerce business at 16. Feeling alone with his expertise as an e-commerce lead, he co-founded Omniarch as a knowledge hub. In four years it grew to 50 people and became a gazelle company.
Primary and secondary goals
Financial goals are secondary; the primary goals are employee satisfaction and knowledge sharing. Even when the company was two weeks from bankruptcy during the pandemic, they kept everyone – and the next quarter was their best yet.
Staying true to the roots
Through rapid growth and frequent reorganisations, Omniarch keeps returning to what everyone signed up for. Weekly pulse surveys catch early signs of overload, and health inspirers run regular activities.
Flexible first – with belonging
People are hired for their skills, not their location, and work where they perform best. Pelle himself moved to Falun for family balance. Quarterly gatherings and team-level activities keep the community strong.
Leadership that shows it’s OK
Pelle focuses on each person’s motivation, shows it’s fine to ask for help, and runs a monthly “MEX” session where any question is welcome. Small gestures – flowers, a game and pizza, or a five-minute call from the CEO – matter enormously.
Key takeaways
- Make employee wellbeing the primary goal – profitability follows.
- Hold on to your cultural roots as you grow.
- Use frequent pulse surveys to spot overload early.
- Flexibility requires deliberate investment in belonging.
- Leaders who show vulnerability make it easier for others to ask for help.
