Life After Exit: From Founding MOPSsys to Mentoring the Next Generation

When Hans Hallin began his career in 1979, computers still ran on punch cards, and the Swedish pulp and paper industry was thriving. Over the next four decades, he would build a career, and a company, that stood at the intersection of process control, software development, and industrial legacy. 

Today, Hans lives in the northern Swedish town of Örnsköldsvik, a community long shaped by the pulp and paper trade. Though he officially stepped away from daily operations at MOPSsys following its acquisition by Perseus, Hans’s post-exit life remains full, mentoring leaders, serving on boards, and restoring vintage motorcycles when he’s not traveling in his RV. 

We sat down with Hans to reflect on his career journey, the decision to sell, and what life looks like on the other side.  

How did your career in pulp and paper software begin? 

My first real job after school was with Measurex Corporation, a U.S.-based company focused on measurement equipment for paper machines. This was 1979, and we were using early computers to track moisture, basis weight, ash and thickness in real-time on massive rolls of paper that were 20,000 meters long and six meters wide. From there, I moved to Digital Equipment Corporation, one of the world’s largest computer companies at the time. Over 10 years, I supported industries ranging from pulp and paper to mining and space industry. 

In the years that followed, I worked for several Nordic companies, including Tieto (now Tietoevry), where I oversaw a process and quality management system called MOPS. It was a small piece of their overall business but mission-critical for many customers. Eventually, I initiated a friendly management buyout and launched MOPSsys as an independent company in 2010. 

What inspired the management buyout? 

I saw an opportunity to create more value for customers and for the product itself. Within a large organization like Tieto, it was difficult to reinvest our earnings back into the software. Every decision went through headquarters, and funds were often reallocated elsewhere. With MOPSsys, I wanted the autonomy to reinvest in R&D, improve service and support, and grow on our own terms. 

We negotiated the buyout for nearly two years. It was complex, we were negotiating contracts spread across multiple Tieto entities in Sweden, Finland, and a Tietoeyry company in Vancouver, Canada. In the end, we managed to get the deal done and I took over the product, customers, and the team. 

What were those early days like running MOPSYS independently? 

Before we finalized the deal, I warned my wife: “If this goes through, you won’t see much of me for two years.” But the reality was the opposite. Running my own company gave me more freedom and control than I’d ever had. I could prioritize product decisions, be close to customers, and structure the business in a way that truly supported 24/7 operations. 

Everyone from the original team (about 20 people, including some consultants) chose to come with me. That said a lot. We all believed the product could thrive with focused attention.  

When did you start thinking seriously about an exit? 

It wasn’t something I was actively planning. But after I turned 60, the calls started coming from potential acquirers. Through that, I connected with Steve Latham and the Zodiac group from Perseus. I had known Steve since the early 2000s, when we were both working at Tieto, so there was already a strong foundation of trust. 

Still, I took the decision seriously. I gave myself three years to weigh whether to keep the business or sell, and I made a non-negotiable list of what would need to be true for me to move forward. 

What was on your list of ‘non-negotiables’? 

First: I did not want MOPSsys to be merged with another company…no gutting the product or folding it into a larger system, that wouldn’t work for me.  

Second: No earn-outs. Given the company’s profile, an earn-out wasn’t appropriate and I wanted a clean, full transfer with no lingering financial strings.  

And finally: Maria, the person I had been mentoring internally, must be the next leader of the business.  I hired Maria straight out of university and saw early on that she had the potential to lead. We had already agreed that she would take over someday, whether I retired or sold the business. So, this was very important to me.  

I shared these priorities with the Perseus Team, and to their credit, they honored them fully. 

What did life look like post-acquisition? 

After we joined Perseus in 2010, I stayed on for about two and a half years to support Maria’s transition. Since then, I’ve remained involved as a mentor, meeting with her monthly. I’m proud to say that the business is doing very well. Perseus kept every promise they made. MOPSsys remains independent, and Maria is thriving as its leader. 

What Does Life Look Like After MOPSsys? 

In my retirement, I’ve kept busy. At one point I was serving on the boards of five different organizations, including two as Chairman. These ranged from local industry councils advocating for regional growth, to a savings bank that plays an important role in our community. I’ve since stepped away from a few of those roles to create more space for myself and spend more time on other pursuits. 

I’ve also embraced a more flexible schedule. I work one to two days a week, often mentoring younger leaders in industries far outside of pulp and paper, including healthcare and services. The rest of the time is filled with things I enjoy: restoring vintage motorcycles, spending time at our summer home, traveling in our RV, and taking care of the properties I own across town.  

After a career filled with travel and responsibility, I’ve come to appreciate the quiet rhythm of life at home and the opportunity to choose how I spend my time. 

Any advice for other founders thinking about an exit? 

Be clear on what matters most to you. For me, it wasn’t just about price. It was about people. I had built a team, a culture, and a legacy I cared deeply about. I wanted to ensure the company was positioned for long-term success, and growth. 

If you’re a founder in a niche industry with a specialized product, find a buyer who values that uniqueness. Perseus made sense for us because they understood the long-term value of maintaining the identity and integrity of the business. 

And lastly, think about how you want to feel after the sale. I still say “we” when I talk about MOPSsys. That tells me I made the right choice. 

 

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