Safegate

2009 was one of the worst years in the history of the aviation industry. It was also a year where Safegate, part of the Fairford Group, grew its sales by 25 % and completed 220 projects worldwide. Behind the success are smart systems for aircraft guidance, for example, safe docking and airfield lighting. But the course to the company’s current position has not been entirely painless.

“Strong growth is enjoyable- but it does require that you approach everything differently, it calls for new suppliers, new partners, new offices, new staff. The company is forced to live in a constant state of change”, says Safegate’s Peter Torehall.

Naturally, this also sets requirements on the company’s financial partners – in this case, SEB, who has been on-board since 2005. At that time, Safegate had its core funding from a French bank and a transaction account at a Swedish bank. However, this was a complex solution and a bank that could solve all the company’s financial needs was sought. It was also necessary to increase funding.

“The Swedish bank we previously used refused to extend its commitment without full security. However, SEB, which was already involved in a sister company to us, saw our potential”, Peter Torehall explains.

In addition to funding, SEB also assists the company in cash management issues as well as in Trade Finance and Trading Support. It has also benefited from SEB’s branch network in some of the countries where it has subsidiaries.

“Our bank needs to understand the business and the challenges a company with 98 % exports is faced with. We have sales in 90 countries with 150 employees in 14 offices worldwide and have grown by 225 % since the collaboration with SEB started.”

“If you can gain an understanding of these conditions from your bank and grow together in terms of the size of the commitment, system support, product support and human relationships you should be well satisfied. I think that SEB has been with us on our journey”, says Peter Torehall.