When you speak with Tommy Gustafsson-Rask, President of BAE Systems Hägglunds AB, the conversation does not begin with numbers, titles, or scale. It begins with people. After more than three decades in the defense industry, Tommy defines success in a way that feels grounded and personal. “Success for me is to serve our customers, deliver on what we promise to our owners, and build a workforce that is motivated and proud of what they do,” he said. It is this balance of responsibility, trust, and human connection that has shaped his professional journey and continues to guide his leadership today.
Defining Success Beyond Results
Tommy’s view of success has evolved over time, but one element has remained constant: service. Early in his career, serving customers was the primary focus. Over the years, his definition expanded to include clarity, communication, and shared purpose across the organization. He believes people perform better when they understand where the company is heading and why their work matters.
Each year, Tommy meets with employees in long, open sessions where he shares the company’s strategy and future direction. These conversations look several years ahead, offering context rather than short-term targets. “I often describe our work as a big jigsaw puzzle,” he explains. “The strategy is the picture, but every individual piece matters. People need to see how their part fits into the whole.”
This belief has shaped how he leads. For Tommy, transparency and direction are not optional. They are necessary conditions for trust and performance.
Understanding the Business and Its Purpose
BAE Systems Hägglunds AB operates in the military vehicle sector, with products designed to support and protect those in service. The company produces infantry fighting vehicles and all-terrain vehicles that carry both people and critical supplies in extreme conditions. While technology is advanced, Tommy speaks about the business in practical terms, focusing on function, reliability, and responsibility.
The defense industry has changed significantly over the years. Following periods of reduced investment after the Cold War, demand has risen sharply due to growing security concerns in Europe. “What we are seeing now is an extreme level of growth,” he said. Order volumes have increased dramatically, and the workforce has expanded from hundreds to thousands in just a few years.
With this growth came new challenges. Recruiting talent at speed was one hurdle. Keeping supply chains aligned with demand became another. “We invested heavily in our own capacity,” Tommy explains, “but the real challenge is ensuring the entire ecosystem grows with us.”
A Career Built on Passion and Curiosity
Asked whether this field was always his passion, Tommy answers without hesitation. “I have the best job in the world,” he said. His career combines three interests that have stayed with him from the beginning: military service, technology, and people.
Starting as an army officer, he developed a deep understanding of defense from the ground up. His interest in technology and complex systems naturally followed, as did his appreciation for business and negotiation. Over time, what tied it all together was working with people. Customers, colleagues, and teams became central to how he experienced leadership.
This combination helped him navigate a career marked by volatility. Defense is not a steady industry. There were years of growth and years of sharp decline. Through it all, Tommy learned to plan for the long term while staying flexible in the present.
Leading Through Change and Growth
Over the past 14 years in a senior leadership role, Tommy has guided the company through significant transformation. The business grew in scale, complexity, and technical depth. Vehicles that were once largely mechanical are now driven by software, with faster development cycles and higher expectations.
Internally, growth required a shift in how the organization worked. “When we were smaller, you relied on people knowing each other,” he explains. “Now, we need clear processes, strong systems, and tools that support both operations and innovation.”
Technology plays a central role, but not at the expense of people. Engineers make up a large portion of the workforce, driven by a shared desire to improve and refine. Continuous learning is part of the culture, as is the willingness to adapt.
Values That Guide the Organization
Three values define the company’s culture: trust, innovation, and boldness. Trust begins with delivering on commitments, both to customers and to one another. Innovation extends beyond products to how work is done, including the careful adoption of new tools such as AI. Boldness means challenging old ways of working and being willing to lean forward when it matters.
“These values are not slogans,” Tommy said. “They show up in decisions, in how we treat each other, and in how we approach our responsibilities.”
For him, values are lived daily. They shape how leaders communicate, how teams collaborate, and how risks are managed.
Lessons from Difficult Decisions
One of the most defining moments in Tommy’s career came during a period of crisis. With limited orders and financial pressure, the company faced difficult choices. A significant reduction in workforce was unavoidable. “It was one of the hardest things we had to do,” he recalls.
What followed was a careful rebuilding phase. The leadership team focused on preserving key skills, managing costs responsibly, and creating a strategy for future growth. “We had to be realistic, but also hopeful,” Tommy explains. The experience reinforced the importance of honesty, balance, and long-term thinking.
Looking back, he sees this period as a critical test of leadership. It required difficult conversations, clear direction, and shared belief in the future.
A Day in the Life of the President
Today, Tommy divides his time across three main areas. One part is dedicated to working within the wider BAE Systems group, ensuring alignment and accountability. Another focuses on customers, where relationships are built over time through trust and consistency. The final part is spent internally, working with leadership teams and employees.
Despite the demands of the role, he makes a conscious effort to model balance. He values structure in the workday and respects personal time, both his own and that of others. “You should be able to perform within reasonable hours,” he said, noting the importance of rest and perspective.
Time spent outdoors, with family, and away from constant communication helps him recharge. These habits, while simple, reflect his belief that sustainable leadership begins with personal discipline.
Motivation with Real Meaning
What truly motivates Tommy and his team is the knowledge that their work has real impact. He recalls meeting leaders whose lives and missions have been directly affected by the vehicles produced. “When someone tells you that what you build is saving lives, it stays with you,” he said.
That sense of purpose extends throughout the organization. Employees understand that their work supports values larger than the business itself. This shared understanding creates pride and commitment that no incentive alone could replace.
Leadership as Responsibility
Tommy sees himself as a leader who leads by being present and accountable. He believes in clear expectations, open discussion of challenges, and learning from mistakes. Failure, in his view, is acceptable if it leads to growth and shared learning.
“People want to do good,” he asserts. “If you give them trust, the right tools, and a clear purpose, they will grow.”
Delegation, trust, and decision-making at the right level are central to his approach. Leadership is not about control, but about creating the conditions for others to succeed.
Conclusion
As Tommy Gustafsson-Rask reflects on his journey, one theme stands out: leadership is built over time through responsibility, trust, and consistency. From navigating uncertainty to guiding large-scale growth, his career shows that progress does not come from bold statements, but from steady action and shared purpose. Today, as President of BAE Systems Hägglunds AB, Tommy continues to lead with clarity and care, focused not only on where the organization is going, but on the people who make that journey possible.
