Have peace and quiet come back now that the situation and conditions have cleared?
Yes, we have definitely had more time to do what we should be doing - designing, manufacturing and selling cars. We had to be deeply committed to the processes that led to the solution. This work continued from January 2008 when GM said it wanted to sell Saab up to “closing" in Feb 2010. We had to do a lot of the sales work for GM in order to support and inform all potential stakeholders. We had to get involved in discussions with the National Debt Office and the European Investment Bank. In principle, GM took its hands off us when it decided to sell. Managing everything, often parallel processes, and running a business at the same time was burdensome. Now it feels good to concentrate our energy 100% on the car business.

Saab and all its staff have gone through a dramatic time. Have you drawn any general conclusions from what has gone on?
Our media strategy was to keep the media informed when we knew something. We tried to be accessible and consistent throughout. We were constantly striving to show that we believed in the future and the plan we were working to. The most important thing was that we were all united in our optimism and hopes for the future. Unions, management, new stakeholders - all believed in the solution. Availability, clarity and a consistent approach were our strengths. It was blowing hard but everybody stood firm.

Apart from the media how it was with other observers?
We often read the statements of outside experts about our plan and the future. Not all of them were familiar with the situation or had even been in contact with us. So sometimes it was a free-for-all for critics who were often negative. But yes, there were a number of outside experts who worked hard to become familiar with the situation and to give a realistic picture of the opportunities and threats.

What was it like to work with so many political contacts, and how did competitors react?
The politicians were slow in the beginning but came through strongly at the end. At which point they worked quickly and constructively and facilitated the completion of the deal. Naturally competitors tried to take advantage of our situation - but of course that´s all in keeping with the rules of the game in business.

Is the appreciation and knowledge in Sweden about the automobile industry´s conditions and situation at the right level?
Actually there is probably a lack of knowledge, interest and awareness by the general public and politicians in the whole industrial sector. The conditions and the competitive situation change all the time for the industry, especially when new actors enter the market. For example, I think that awareness of the importance of Swedish ownership is too small. In many decisions on production, research and development aspects other than purely rational ones are taken into consideration. Culture, tradition and social climate are important and in this respect domestic ownership has a head start. The current Swedish government has now gradually built up a knowledge about how the industry works and how it should be handled from the political side and this is a good thing.

In 2006 you said that Saab´s core problem was that the product segment was too narrow. Are you dealing with this?
We had a clear and exciting product plan but unfortunately that had to be slowed down. GM´s money ran out. Now it´s full speed ahead. After “closing" on 23 February this year we launched the new Saab 9-5, and the Saab 9-4 X is now underway - so the tempo is high. We are proceeding according to our plan so we will have a product structure that we believe in.

Saab´s brand is a great asset, but what effect has the turbulence and GM ownership had?
GM ownership probably meant that we moved a bit more towards the “mainstream", but we are now turning Saab back to a unique position. Being unique is decisive in the prestige segment and we are not trying to make a new Audi or BMW - no we make Saab.

What should Saab stand for?
Driving characteristics, advanced engine technology and design. The driving characteristics should be such that they create active safety. On the engine side it´s a question of small fuel-efficient engines that use turbo technology to provide the power when it´s needed. The design should be a clear “Saab design" that is distinctive.

How does it look for Saab out in the markets and how do you prioritize?
We are making efforts to make up for lost ground in the USA, UK, Sweden and the rest of Western Europe. Then we will concentrate on growth in Germany, Spain and Italy where prestige cars are clearly of interest and where we have more to gain. We will work with Russia and China but are careful about to counting volumes too early. In China we are considering several different options including BAIC, but nothing is decided.

USA has been an important market. Can you get back there?
The USA is a big market and there is a clear interest in cars that are unique and it is here that we have our opportunity. There are many buyers who want something other than the “mainstream" and that´s where Saab fits in.

Environmental fuels and fuel efficiency are important competitive factors - how is Saab doing here?
These issues are now not only economic and tax issues but have also become a major branding issue. We are in the race and will be very strong. The Saab 9-5 diesel emits 139g which is low for a car with such performance. The Saab 9-3 is available with engines at 180 hp, which emits 119 g, and we will continue making progress. Ethanol was only a Swedish solution unfortunately, but ethanol is still a good way to reduce CO2 emissions overall.

When will Saab bring out an electric car?
We are producing a test series of 100 cars together with Boston Power (battery), Electroengine in Sweden AB and the Swedish Energy Agency. These cars are scheduled for roll-out in early 2011 and will provide useful experience. We believe that electric cars are some way off yet but in the meantime we are concentrating all our efforts on making the current drive system all the more efficient - and here there is still great potential to capitalize on.

As a small producer do you get access to the latest technology in various fields that is being developed by subcontractors?
In our agreement with GM we have a safety net that entitles us to utilize their technical development for 10 years. Then the situation has changed among suppliers. Today there is great interest from several suppliers to sell advanced technology early on, and this is not limited to companies with common ownership interests. The atmosphere in the international supplier´s market has become much more open and many suppliers know that we have a strong tradition of expertise in being early with exciting developments.

Are there any other partnerships that can be developed?
Now that both Saab and Volvo Cars have new owners who do not compete with one another significant opportunities for greater cooperation are opening with Volvo Cars. Pressing, logistics, research and development, and perhaps even the joint production of convertibles in the future. The field is open.

The idea was that Swedish subcontractors would get a chance when GM took over Saab. How has it gone?
I have not seen any reports on this, but it has probably not been very extensive. But now Saab has full freedom to choose its suppliers and we are interested in having suppliers close at hand - in Sweden and preferably Trollhättan. This is a chance for Swedish suppliers. It is now we who decide and there are several foreign suppliers we would like to see establishing themselves here in Trollhättan.

GM relocated the research to Sweden and Trollhättan - what will happen with it?
The research currently taking place here is led by and will continue to be led by Saab.

Jan Åke and his co-workers radiate calmness and confidence. The atmosphere in the office is relaxed, informal and purposeful. It feels like the “Saab gang" is on the move. Saab has done the impossible many times before and intends to do it again. This will be exciting.