After a slowdown in sales, Sweden’s Nimbus Group is aiming
for a turnaround under two energetic, hands-on leaders.
Interview: John Higginson; Photos: Nimbus Group

Johan Inden, CEO, Nimbus Group

On September 1, 2025, Johan Inden began his role as CEO of Nimbus Group. Inden had previously spent over two decades within Volvo, initially across investment, technology and management consultancy then with Volvo Penta for 11 years, rising to President of the Marine Business Unit.

On October 1, he was joined by Christina Evans, Nimbus Group’s new CCO and Deputy CEO, who leads the company’s commercial operations, dealer operations, and aftermarket and marketing functions. Evans arrived from Axopar, where she was CCO for four years, having spent two decades at Volvo Trucks.

This January, Inden and Evans started the year in buoyant fashion by energetically fronting the eight-boat Nimbus display at Boot Dusseldorf, where the Swedish brand debuted the Tender, Weekender and Commuter models from its new 12 series.

However, in February, Nimbus Group presented its 2025 results, which underlined the task facing the pair. Net sales from January to December totalled SEK1.367 million (about US$150 million), which was down 16.6 per cent on 2024. The decline was primarily attributed to a continued weak North American market, where company sales dropped by 53 per cent.

Inden stated: “We continue to operate in a soft market and presented increased losses quarter over quarter, driven primarily by the finalised closing of operations in Finland and the low demand in North America. During the quarter (Q4 2025), we implemented several robust measures to sharpen our commercial capabilities, increase efficiency and reduce our costs. I’m confident these measures will have the intended impact and contribute to improved results.”

Christina Evans, CCO & Deputy CEO, Nimbus Group

Inden and Evans spoke to Yacht Style about the challenges of heading Nimbus Group, which is headquartered in Gothenburg. Aside from Nimbus, the company’s brands include Alukin, Aquador, EdgeWater, Falcon and Paragon, and it has operations in Sweden, Poland, UK, Norway and the US. Asiamarine is among Nimbus dealers in Asia.

Johan, why did Nimbus Group’s Board of Directors want you as CEO?

Inden: When I talked to the Board, they were looking for someone who knows the industry, and I had spent the last decade in the marine industry with Volvo Penta. They also wanted someone with an industrial background, and I’ve been the President of a venture business. I have a unique mix of understanding the investor perspective and technology perspective, plus a deep understanding of the industry.

I’ve known Nimbus for many years because it was a customer. Also, I’ve owned a Nimbus boat for 10 years, although that wasn’t one of the criteria for joining! They were also looking for a hands-on leader who was happy to be on the front line, because this is a front-line type of business. I was excited about the opportunity. Nimbus Group is a smaller business than I was managing before, but I like the entrepreneurship, the brand and the people. I was up for a good challenge.

Both of you had worked within the Volvo Group for many years, so how aware were you of each other’s appointments at Nimbus Group?

Evans: We never worked directly together at Volvo, but we knew each other as we had met at a lot at boat shows and industry functions, and we were on the same Board (of Humphree, a marine technology provider owned by Volvo). Before I joined Nimbus Group, Johan and I were in touch about me taking the role and we both agreed it was a good idea. To work so closely together, the way we are now, you need to have a very good relationship and understanding.

Inden: When I joined, Nimbus Group’s discussions with Christina were already ongoing and I was very happy about that. Because of my views on running the business, we’ve since made the management team much smaller. I want speed and experience and to be able to move fast.

Johan Inden and Christina Evans atop the Nimbus 495 Flybridge at Boot Dusseldorf

Christina’s appointment made it possible to consolidate the commercial side, so brand management, marketing, retail sales and commercial sales with the dealers are all under her management. This means we can work across the entire customer journey. We want to work with the customer from the awareness or dream phase, of starting to think about a Nimbus Group boat – this period can last a week or 20 years – through buying, owning, reselling and buying a new one.

Johan, what was your main remit as CEO?

Inden: To build a good business. Nimbus was created in 1968 and is a fantastic brand with deep roots. Nimbus Group is a portfolio of brands. These include Aquador, a strong brand that builds the 250, 300 and 400 Hard Tops, while in the US, we have a local presence in North America through EdgeWater fishing boats and the factory there.

Alukin is an aluminium boatbuilder and has started a long-term contract to build 11m workboats for the Swedish Armed Forces, while Falcon is an aluminium speedboat brand. However, everyone knows the market has been tough over the past few years. There was a strong sales surge in Covid, then the market has been turning. We’re here for the long term. The assignment is to build a strong company over time. We need to preserve the strength of the brand but be able to bring it forward and build a strong, long-term business. That’s also the expectation of our shareholders.

Christina, as you’re overseeing the commercial side, what are your priorities?

Evans: I need to focus on bringing the customer journey perspective into the organisation. Whether you sell a boat through retail or commercial, or whichever market the boat is sold into, we always need to understand this and be very sales focused.

We also need to focus on the brand identity and be confident in Nimbus. When we look at the heritage of the brand and the boat brands we offer, there’s a lot to embrace and emphasise. This will be a journey linked to sales. We also need to try to find the right identity for each brand in the portfolio. Each brand has its place, and we need to define this for ourselves, our dealers and our customers, then we will be more confident in all our markets. And, of course, there are sales targets!

Inden: On this note, the Nimbus brand is the stem or root system of the company (Nimbus Group). It’s like a strong tree that has roots dating to 1968. When that stands strong, the other brands can flourish as well. It’s one reason why our participation at Boot Dusseldorf this year was focused on the Nimbus brand and its experience and values.

The Nimbus team at Boot Dusseldorf, where the company debuted the Weekender 12, Tender 12 (left) and Commuter 12 (right)

For each of the other brands, it’s like a family with children. You don’t talk about them only as ‘the kids’. You talk about each brand individually, by name, with their own personality and traits. We want all our brands to shine, but they will do better when the Nimbus brand stands strong.

In the industry, there are much larger ‘groups’ that include brands more easily distinguished by the size and type of boats they produce. Is there a concern that Nimbus Group brands overlap and potentially target similar customers?

Inden: We sold and licenced the Bella and Flipper brands, and with that we closed the two factories in Finland. Each brand must be looked at as a business. Each brand must be able to deliver its own values. We can draw synergies as a group, but for it to work as a business, each brand much deliver. When you look at the businesses, they must be logical from a Group perspective and add different assets. They should work in different market cycles, have different use cases or customer profiles, work in different segments, like working with the government with Alukin.

It was a fresh start for the Nimbus brand this year with the debut of the three 12 models, which build on the platform and success of the 11 series. What’s your hope for the new line?

Inden: Compared to the 11 series, the 12 has more than 200 updates including some significant ones like the extended aft platform, new balconies, new helm arrangement, new T-Top for the Tender version and so on. We sold over 500 units of the 11 series, so we know that the customer loves them. They’re fantastic in the water. I think the 12 will be a continued success, help build the Nimbus brand and delight our customers.

You also announced the Nimbus 495 Coupe at Boot.

Inden: We’ve now opened the order book for the 495 Coupe, which is a very important boat for us. The [flagship] 495 Flybridge has been on the market for 1½ years and has been a success. The Coupe line is the centre of the Nimbus DNA. The customers for the Coupe line do the Great Loop in North America, and travel through the canal systems of Europe. They spend weeks or months on their boat.

Nimbus is taking orders for 495 Coupe, which debuts in 2027 and is suitable for North America’s Great Loop and Europe’s canal systems

The 495 Coupe has all the accommodation and storage to have a comfortable ride, but is low enough to have bridge clearance across all those popular routes. It’s a spectacular boat to take around Europe or North America. The first units will be in the water in 2027.

Christina, what do you bring to Nimbus Group from your time at Axopar, two companies that have a history of collaboration?

Evans: As with every strong brand, it’s very important to build on that and define it. All marketing and sales strategies start with understanding a brand. That was important, both at Volvo – a very strong brand – and with the growth journey at Axopar. It was an interesting journey. You can see the return on investing in your brand. This can be how you showcase yourselves in exhibitions but it’s also how you showcase yourself on your website, in personal interactions and so on.

At this stage, I’m still learning within Nimbus Group, so I’m trying to meet as many of our dealers as possible, as they’re our first point of contact with customers. I think we should increasingly emphasise our heritage, which distinguishes us from many other brands.

Inden: On this note, I met a customer in Sweden who was receiving his 32nd Nimbus boat, although not all were new. That says something about brand loyalty and underlines what this business is about. I hear stories from dealers who have served families with boats over a couple of generations.

As you’re both new to Nimbus Group, what have you learned from the likes of Jonas Göthberg (Commercial Director, Nimbus) and Joacim Gustavsson (Chief Designer, Nimbus Group), who have been with the company a long time?

Inden: We’ve learned a lot. A lot. We’ve combined well. Christina and I both bring very entrepreneurial, hands on-personalities, so we want to be out meeting the customers and that applies to Jonas, Joacim and others across the departments, and we’re knitting that team together tightly. However, Nimbus was my customer when I was at Volvo Penta and Christina also knew the company, so it’s not like we’re complete outsiders.

Nimbus Weekender 12

Evans: Axopar has a sales collaboration with Nimbus Group, so I knew the company well. Johan and I are very keen on being part of the team. We want to be at the shows and exhibitions, and close to the customers, so the whole team are together.

Inden: Nimbus Group is on the stock market. I work with the investors and the Board, and this is all very important for the company in the long term. But at the same time, they can’t be happier if we’re out selling the product.

It’s an industry that provides experiences and puts smiles on people’s faces. You don’t buy a boat because somebody gave you a spreadsheet and suggested this would be a good investment. People invest their time and their money in a boat because it’s something they love.

Johan, what can you tell us about your own Nimbus boat?

Inden: When I was young, I used a 5m outboard fishing boat at our summer house, then I worked and travelled a lot and didn’t have a boat. About 11 or 12 years ago, we bought a new house close to the water and wanted a boat to explore the islands nearby. I asked many people about which boat to buy, then did my own research and ended up buying a Nimbus 250 R Nova. I love the design. It was built in 2001 and I completely renovated it. I may even use it to go to the office when it’s warmer!

nimbusgroup.se

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Note: This interview first appeared in Yacht Style Issue 88