Promeco grows profitably in a changing world
The year 2025 was powerful for Promeco. Chairman of the Board Ted Roberts describes the year as a clear success while emphasizing that the results are the outcome of long-term, systematic work carried out over previous years.
“2024 was, in many ways, a preparatory year for us. Following the change in ownership, we focused on building a solid foundation: recruiting key people and ensuring the organization was ready. 2025 was the first year when we were truly able to operate at full capacity,” Roberts says.
The results are reflected clearly in the figures. Promeco exceeded EUR 100 million in revenue for the first time, with growth of more than 20 % compared to the previous year. Over four years, the company’s revenue has doubled.
“Growth alone doesn’t tell the whole story. What really matters is that the growth has been profitable. That is what enables the investments that are essential in our industry.”
The operating environment demands quality, delivery reliability, and the right price
Roberts summarizes the fundamentals of Promeco’s business around three key elements: quality, delivery reliability, and the right price.
“If quality is not right, the customer will change partners. If deliveries are not reliable, outsourcing doesn’t work. And to deliver both, the price must be right for us.”
The year 2025 demonstrated that this balance has been achieved. At the same time, Promeco has been able to invest strongly in production, digitalization, and people. Nearly 100 new employees joined the company last year alone, bringing the total headcount to around 700.
As the business has grown, facilities have also come into sharper focus. Promeco has expanded its premises in both Vaasa and Kankaanpää, and the capacity of the Polish unit is currently under review.
“Facilities need to be secured in advance. Customers want to be sure that we have the capacity to deliver when decisions are made.”
Energy transition and the defense industry open new opportunities
Global developments such as the energy transition, electrification, and the tightening geopolitical situation are directly reflected in Promeco’s operating environment. Roberts highlights two particularly significant growth drivers: the energy industry and the defense industry.
In the energy sector, Promeco signed a major, multi-year agreement with a large international player in 2025.
“This is directly linked to electrification, energy storage, and batteries. This is not a short-term trend but a development that will continue for decades.”
The defense industry is not entirely new to Promeco, but its importance is growing. The company has been involved in projects in the marine industry and icebreakers, and last year also gained a new customer in the defense sector.
“In Europe, the defense industry will be on a growth trajectory for a long time. We are only interested in areas where it is possible to build profitable and long-term businesses.”
Growth with careful consideration
The current strategy period runs until 2028. From the Board’s perspective, the direction is clear: growth, yes, but in a controlled manner.
“We have excellent visibility into the development of our existing customers and long-standing customer relationships. Even within those, there is significant growth potential. New industries complement this overall picture.”
Roberts stresses that Promeco does not pursue growth for its own sake.
“We don’t build a new factory just because it would be nice to have one. There needs to be contracts, letters of intent, and real demand to support such decisions. We prefer to proceed carefully rather than rush.”
However, the company’s strong balance sheet and the owners’ willingness to invest provide solid conditions for responding to opportunities.
“In many ways, we are in a stronger position than many other players. Both the company and the owners have a solid financial foundation.”
Investments support productivity and competitiveness
The single largest investment in 2026 is the new ERP system, which will be implemented step by step across all factories. The goal is to improve productivity and manageability as the company continues to grow.
In addition, Promeco continues to invest in automation, quality control, and digitalization. Machine vision, robotics, and the use of artificial intelligence are already part of everyday operations.
“IT costs increase every year, but that is necessary if we want to remain competitive. This is no longer just office software; all production and equipment are connected to this ecosystem.”
People at the heart of growth
Amid rapid growth, leadership, competence development, and company culture become increasingly important.
“We have doubled our revenue in four years, yet the size of the management team is the same. That requires a tremendous amount of work and expertise.”
Last year, Promeco’s Board was strengthened with a new member who brings extensive experience from the customer side of the machine shop industry. In addition, the company renewed its incentive scheme for the entire workforce.
“When the company performs well, the people doing the work should benefit as well. That is an important principle for us.”
Confidence in the future
When Roberts looks at the next two to three years, the outlook is confident.
“We have satisfied customers, a strong team, and a clear direction. Success tends to reinforce itself.”
In a changing world, Promeco’s strength lies in its ability to combine growth, profitability, and long-term thinking.
“This is never easy, but at the moment all the pieces are in place.”