When Lars Erik Lappen joins a new company, there is one thing people quickly notice: Fridays mean a pink shirt.
– in addition to my love for numbers and structure I have a creative side and strong sense of aesthetics. I love art and beautiful things. Wearing a blue shirt and a blue suit every day feels a bit boring – I need colour in my everyday life, he says.
The tradition started when he was inspired by a colleague at Circle K, and it has stayed with him ever since. Not as a gimmick, but as a reminder that even in a world of numbers, structure and reporting, there is room for personality.
As Protan’s new CFO, Lars Erik brings a clear leadership philosophy:
“Strong core, flexible limbs.”
– You need a strong framework and governance structure in the core, but you must allow freedom locally. Without a strong core, you end up with chaos. It’s nice to go hiking together, but if no one communicate which mountain you’re heading for, it’s hard to move in the same direction.
He is also very clear about ownership.
– If nobody owns the problem, nobody solves it. Ownership must be crystal clear.
For Lars Erik, the CFO role is about more than controlling costs and producing reports.
– Finance must ensure that we have reliable numbers and that we follow regulations. That is the foundation. But the real value comes when we use the numbers to create insight and better decisions.
His ambition is to move beyond traditional reporting and into what he calls Financial Insight Analysis.
– As an example, in many organisations, you receive a P&L and are asked to explain the deviations. That’s not enough. Finance should also provide suggestions and analysis: where can we improve, where can we optimise, what should be prioritised?
He also believes cost-saving initiatives can be positive and motivating.
– Not all cost savings are negative. I like to call it “beautiful cost savings.” If you suggest cutting free coffee, you create frustration. But if you cut cost by finding a smarter solution that doesn’t reduce activity, doesn’t hurt anyone, and is even better for the environment – that’s a beautiful cost saving.
If Lars Erik were to highlight one typical financial misconception in organisations, it would be this:
– People forget cash. You can have a positive result but still burn cash. Cash is the blood running through a business. Without cash – you’re dead.
Lars Erik’s interest in business started early.
– When I was 12, I imported stamps from Denmark and sold them to stamp clubs in Norway. I even started a stamp club at school.
Despite his passion for numbers, his original dream was different.
– I actually wanted to become a journalist. But it was extremely difficult to get into journalism school at the time, so I chose finance instead.
His path was not without setbacks.
– I failed mathematics in my first year. Not many CFOs have done that. But honestly, it was because I had become complacent. It was a needed wake-up call, and I bounced back stronger.
Outside work, Lars Erik describes himself as a man of many interests. He loves to read, be active with his wife and two kids, do flea market bargain hunting and spend precious time at his cabin in Valdres. He also owns a classic car: a 1984 BMW 635 CSI, which he calls his “smile car”.
For Lars Erik, the first year in Protan is about building a strong foundation while supporting key business priorities.
– It’s about ensuring structure and policies are in place, while at the same time contributing to important improvement journeys. I genuinely enjoy this kind of work.
And perhaps that sums him up best:
A CFO who loves numbers – but still needs a bit of colour in everyday life.
Meet our CEO and the directors of the various business and staff areas at Protan.
