Persdotter’s next move: “This is where you grow what you sell”

Following her departure from Coop Östra earlier this year, Meta Persdotter’s next move is now clear. The former CEO is taking on the role of Chair at Swegreen — a company working to bring the production of leafy greens and herbs closer to consumers, all the way into the store.

Her move into this type of business is no coincidence.

“ Much of my previous work is closely aligned with this — making high-quality, fresh food more accessible. We were early in introducing in-store growing at Coop, so it’s exciting to continue working with it from a different perspective,” she tells Fri Köpenskap.

During her years at Coop, most recently as CEO of Coop Östra, she led initiatives related to sustainability, assortment and customer offering. Those same perspectives are now shaping her role at Swegreen —  but from a different perspective.

The company develops and operates systems for growing produce directly in stores, restaurants and hotels, where products are harvested on site. The focus is on leafy greens and herbs, and according to Persdotter, product quality will be critical to the concept’s success in grocery retail.

“It’s just as important for Swegreen to deliver high-quality products. The herbs and greens need to be of excellent quality — fresh and ready to eat without rinsing.”

At the same time, the concept goes beyond the product itself. In-store cultivation fits into several aspects of the store’s overall business, she explains.

“I would say it’s a combination of everything. First, it’s about meeting customer demand with a strong assortment — that’s what drives sales. But it also builds brand and enhances the customer experience. When we place these in-store farms early in the customer journey, it also raises the level of inspiration.”

The connection to the realities of grocery retail — with tight margins and high efficiency demands — is central. Here, Persdotter points to a business logic built on reducing waste and improving control over volumes.

To make the concept work in practice, Swegreen’s model is based on shared responsibility between the company and the store — something she sees as key to scaling.

“We provide the in-store farm, including logistics, installation and training. The store is responsible for growing, selling and meeting the customer, and we also provide service to ensure consistent quality. It’s a shared responsibility.”

Simplicity is a recurring theme in how the company plans to grow within grocery retail.

“Simplicity is key. We handle a large part of the process, and it needs to be as easy and time-efficient as possible for the store. The more you sell, the better the volumes and profitability — and we ensure each store has the right assortment based on customer demand.”

While the technology may appear new in a retail environment, she does not see it disrupting existing supply chains at this stage.

“Today, it’s a complement, as we don’t yet offer a full assortment. We contribute to expanding the fruit and vegetable category.”

At the same time, there are clear sustainability benefits behind the concept — something that has been central throughout her career.

“In-store cultivation can reduce carbon emissions by more than 80 percent and water usage by over 95 percent. It’s a smart way to enable year-round production with a significantly lower climate impact.”

In her new role, Persdotter emphasizes that she will not be involved in day-to-day operations, but will focus on the company’s strategic direction.

“This is where you grow what you sell — which helps reduce waste. That’s a key part of the business.”

She elaborates further, highlighting both waste reduction and labor efficiency as critical factors.

“The key is to grow the volume you actually sell, which eliminates waste. The second factor is time — and we are working extensively to make in-store cultivation as efficient and simple as possible. We continue to develop the product to make it increasingly cost-effective to grow in-store.”

“My focus as Chair is on strategic and overarching matters together with the management team and the board.”