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OPEN AIR GROUP
Open Air Group gets a boost in
hunting and outdoor recreation
2025 was a year of restructuring for Open Air Group, with Natlink
being sold, Milrab being integrated and a new e-commerce platform
being launched. The market remains cautious, with structural
changes and investments in leadership being crucial going forward.
For Open Air Group, 2025 was a year of restructuring. The
market has been stagnant for some time, so the Group
directed its attention inwards to focus on optimising its
operations. The single biggest event of the year was the sale of
Natlink. The company had built up a software-based business
quite different from the other companies in the Group, limiting the
potential for synergies.
“Strategically, the sale was the obvious and right thing to do,” says lity. A new CEO took office in August, complementing an experienced
Camilo Sjödin, CEO of Open Air Group. “We can now concentrate
the business, focus more sharply on our customers and give the
remaining companies operating in hunting and outdoor recreation a
boost.”
SIGNIFICANT STRUCTURAL CHANGES
As part of the restructuring process, a new e-commerce platform
was launched in the summer. Widforss, a hunting and outdoor store
operating solely online, was first. But the other companies have since
followed and are benefiting from Widforss’ insights and experiences.
“The platform is an investment in gaining insights into customer
behaviours, improving the customer experience and providing greater
opportunities to highlight our brands,” says Camilo Sjödin.
In parallel, the Chevalier and Alaska hunting brands were merged
into Everhunt. The two brands remain in place but now share skills
and resources under a joint CEO, increasing efficiency.
The process of integrating Milrab, a Nordic e-commerce operator
focusing on tactical equipment and outdoor products into the Group,
began in Q4 2025. The company was acquired at an earlier stage,
but with the integration process complete, sales turnover for the
e-commerce division increased from approximately SEK 300 to 500
million and provided significant economies of scale.
“This gives us brand-new opportunities to improve efficiency and
grow without increasing costs at the same rate,” says Camilo Sjödin.
While making these structural changes, the Open Air Group is
also investing in its leaders, with a leadership programme for the
We can now concentrate the
business, focus more sharply on our
customers and give the remaining
companies operating in hunting
and outdoor recreation a boost
companies’ management teams launched at the end of the year. The
programme provides both personal and leadership development and
builds networks between the companies in the Group.
STRONG PERFORMANCE AT ACLIMA
Aclima, specialists in merino wool clothing for outdoor recreation
and professional users, such as the police, fire department and the
military, enjoyed a strong year with substantial growth in profitabi­
team. Growth opportunities remain favourable, especially in the pro
segment, but increased competition requires the company to develop
further.
This year we’ve focused on
making the companies stronger
through new e-commerce
platforms and mergers
FOCUS ON PROFITABILITY GOING FORWARD
2026 is about making the most of the year’s investments in the
organisation and new platforms.
“Ensuring all the companies turn a profit is what’s most important
where 2026 is concerned,” says Camilo Sjödin.
The market is uncertain and consumers hesitate to spend money
despite having higher incomes. This means that profitability must be
achieved through efficiency rather than volume. The aim is to quickly
wind up the change process and establish calmer conditions for
development.
“This year we’ve focused on making the companies stronger
through new e-commerce platforms and mergers. We’re now aiming
for a period of calm so we can fine-tune the companies and optimise
processes. If we work through the changes as quickly as possible, we
can once again shift our focus – towards our customers,” concludes
Camilo Sjödin.
CAMILO SJÖDIN,
CEO
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