Member Interviews

Recently, we had the opportunity to interview Jaya Tiwari, the Vice President of Clinical and Regulatory Affairs (U.S.) at XVIVO. During our discussion, she provided insights into the company's mission, key milestones, and recent innovations that are making an impact in the field of organ transplantation. Additionally, we explored XVIVO's motivations for joining our community and their expectations for membership. 

Can you start by introducing XVIVO?
XVIVO is a Swedish company that aims to change the world for those in need of a new organ. We are dedicated to saving organs so transplant teams can save more lives and advance the field of organ transplantation. Our vision is clear and deeply rooted in our organization: "Nobody should die waiting for a new organ." We strive every day to make that vision a reality. For the last 50 years, organ preservation has relied on ice storage, which limits durability and varies by organ. XVIVO is unique in its focus on extending the life of all major organs—heart, lung, liver, and kidney—through machine perfusion technologies that preserve, transport, and assess organs outside the body between donor and recipient. This process allows organs to remain outside the body longer while maintaining their condition, increasing the number of organs available for transplantation.

Our solutions are tailor-made for each organ, offering both hypothermic and normothermic options, along with transportable perfusion devices. We are global leaders in cold lung preservation and ex vivo lung perfusion (EVLP), as well as European leaders in liver perfusion. In the U.S. market, we are introducing our Kidney Assist Transport device and conducting a clinical trial for our Heart Assist Transport device at major transplant clinics. Our global headquarters is in Gothenburg, Sweden, with development sites in Denver, Groningen, and Lund, and our products are sold in around 70 countries.

What are some key milestones or achievements XVIVO has reached since its founding?
XVIVO was founded in 1998, starting with PERFADEX, a preservation solution for static cold storage for lungs, which gained FDA approval in 2001 and is now used in over 90% of lung transplant clinics worldwide. In 2012, we became publicly listed on the Nasdaq Mid-Cap of the Stockholm Stock Exchange. That same year, we began collaborating with Professor Stig Steen, whose research on tailored perfusion solutions laid the groundwork for our heart and lung technologies. Our XPS technology for EVLP received CE mark and FDA Humanitarian Device Exemption approval in 2014, becoming the first of its kind to receive FDA approval with a unanimous expert panel vote. In 2019, we achieved FDA Pre-Market Approval, the most stringent type for high-risk devices. In 2020, we expanded to include abdominal organs by acquiring a Dutch company specializing in liver and kidney perfusion technologies, marking our evolution into an all-organ company. Since then, we have also acquired an organ recovery service in the U.S. and a successful Italian perfusion service.

Could you elaborate on some of your recent innovations and their impact on the field?
Our latest innovation is our heart technology, currently in a U.S. clinical trial expected to complete enrollment by early 2025. A recent clinical trial in Europe, published in *The Lancet*, demonstrated a 61% risk reduction for primary graft dysfunction, a major cause of mortality after heart transplantation. This study is the first randomized controlled trial to show a reduction in severe complications after heart transplantation using a device for donor heart preservation. We're also exploring transport methods using commercial airlines, which significantly reduces costs and environmental impact compared to traditional private jet transport. Our Kidney Assist Transport device has been shown to improve renal function and reduce graft failure, alleviating the burden on the healthcare system and improving patient outcomes. Additionally, our heart technology was utilized under FDA Compassionate Use in a groundbreaking xenotransplant case in 2021, where a genetically modified pig heart was preserved in our device before being transplanted into a patient who did not qualify for a standard transplant.

What motivated XVIVO to join the Swedish-American Chamber of Commerce - DC, and what are your expectations for this membership?
We were motivated to join to find strong collaboration partners that can enhance our presence in the U.S. market and foster valuable connections with key stakeholders in both public and private sectors. With our lung and kidney products already available in the U.S. and our heart technology expected to launch after current clinical trials, establishing a strong footprint is critical. We see SACC-DC as a key partner to help navigate the regulatory landscape and support our launch efforts. The Chamber provides a platform to engage with policymakers, regulatory agencies, potential partners, PR firms, and investors, aligning perfectly with our goals as we expand into the U.S. Our expectations include building strategic relationships, gaining regulatory insights, and increasing awareness of our technology within the U.S. healthcare ecosystem. In return, we are eager to share our experiences and knowledge with the Chamber and its members.

How do you expect the SACC-DC network to help you and your company?
We expect the SACC-DC network to be instrumental in building the strategic relationships we need to enhance our U.S. presence. Engaging with this network will provide us with critical insights into the regulatory environment and help us raise awareness of our innovative technologies within the U.S. healthcare ecosystem. We’re excited about the potential collaborations that can arise from this membership, which will support our mission to improve organ transplantation and patient outcomes.

We met Kevin Boland, Director of Corporate Affairs at SAAB Inc, a Swedish-owned company with a unique presence in the U.S., to discuss their perspective on Sweden getting closer to potential NATO membership. From emphasizing collaborative strengths to discussing their diverse contributions in the defense sector, SAAB shares its role and aspirations. The interview delves into shared values, ongoing expansion, and the company's appeal for exploring opportunities, providing insight into SAAB's presence in the landscape of global defense. 

Sweden is one step closer to getting their NATO membership. How does a potential membership affect you as a Swedish company in the defense industry? 
Thank you for the opportunity to discuss this with you. SAAB is a unique company in the U.S. as it is Swedish-owned but also fully American. SAAB Inc., which operates under a special security agreement, is a separate entity. It has American personnel working on defense products tailored to U.S. needs, and Sweden's recent NATO membership enhances U.S. security. Sweden has many capabilities that contribute positively to the alliance, which aligns with SAAB Inc.'s growing business in the States. For instance, SAAB radars made in Gothenburg are similar to those produced in Syracuse for the U.S. Navy, including the USS Eisenhower carrier's new radar. The collaboration between our countries showcases the strong ties between our nations. Our shared values such as individual freedom, democracy, and a commitment to genuine defense make working with Sweden seamless. The natural and longstanding friendship is evident in the collaboration between Swedish and American engineers creating high-quality equipment for deployment globally. The strong connection between our nations provides a solid basis for Sweden's NATO membership, reinforcing our bilateral relationship. This step is expected to enhance the defense industry in both countries, building upon recent positive advancements like defense security agreements and high-level visits. 

What are SAAB's strengths in the defense sector? 
Working at SAAB is an exciting experience as we are involved in multiple aspects of the defense sector. For example, we specialize in the production of submarines designed for the Swedish Navy, which are ideally suited for operations in the Baltic region, providing a significant asset to the NATO alliance. Our Gripen fighters train together with allies such as F16 and Typhoons, demonstrating our collaborative efforts in defense. SAAB-made products have demonstrated their reliability and effectiveness in various global defense scenarios, highlighting their contribution to international security. The strong demand for various ammunition types from the U.S. positions us to contribute, benefiting both American workers and Swedish companies while enhancing overall security. This collaboration illustrates the mutually beneficial nature of our relationship. 

How does the U.S. view Sweden's progress toward NATO membership and its impact on perceptions of Sweden's defense capabilities? 
From a U.S. perspective, the prolonged process of Sweden nearing NATO membership has provided ample opportunities to deeply explore the country's capabilities and strengths. Sweden's progress has allowed frequent analysis by news outlets, drawing attention to the nation's strengths and potential as a great partner. Such constant attention highlights Sweden as an excellent and evolving partner, showcasing its capabilities and potential contributions. The label "made in Sweden" carries a reputation for quality and robust engineering, which is a valuable asset. 

Are there lesser-known aspects of SAAB's growth strategy or unique product qualities that you'd like to highlight in discussions about the company's expansion in the U.S. defense industry? 
We have set our sights on becoming a significant player in the U.S. defense industry, despite not being on par with the top U.S. primes at present. Our objective is to be as vital as any other company in the country, contributing fully to the industrial defense base. Although our exceptional products may not be widely known, they are highly valued by our customers. We are actively hiring and expanding across our nine U.S. locations to meet growing demands. I would like to invite you to explore opportunities with us and be a part of our exciting journey. 

Dorothy Hildebrandt is the global Senior Director of Corporate Procurement at Hilton. She has a career spanning management consulting and legal and business transformation within procurement and supply chain. Dorothy has been an individual member of SACC-DC for over 11 years, is currently a Member of the Board, and is now also stepping into the role of Chair of the Program Committee. She is looking forward to the opportunity to provide more broad support through this role.

Please tell us a little bit about yourself and your position at Hilton.
I grew up on Long Island, NY, moved to Washington D.C. for university, and have been based there since. I aspired to become a lawyer originally. I became a paralegal and learned that I enjoy business and contract negotiation. That led to a career in technology management consulting, specializing in procurement and supply chain. I worked at TechCaliber Consulting and Accenture before I was fortunate to land at Hilton Corporate in 2019.

At Hilton, I have the honor of leading the teams that support Hilton centralized business functions in their purchasing and supplier contracting, supplier payments, and sourcing execution. We collectively help to connect over 7,200 Hilton properties in 123+ countries with the systems and services that drive their operations, solve challenges, and create efficiencies to achieve our mutual goals around sustainability and responsible sourcing.

I also work on initiatives that seek to expand Hilton Supply Management’s reach and scope within our global group purchasing organization. For those not familiar with Hilton Supply Management (HSM), HSM is the world’s leading hospitality procurement, logistics, and end-to-end supply chain provider, servicing Hilton’s properties globally plus thousands of global independently-managed hospitality properties and businesses that translate into better deals for us and our suppliers. We have a strong scale that continues to grow our negotiating power.

With less business, as well as leisure travel, how does your industry, and Hilton, adapt to future challenges?
By contrast, we’ve seen travel and development pick up considerably in 2023. I would say in general Hilton has incredible teams who monitor the hospitality market closely to adapt to future changes. We have a lot of exciting things coming up in 2024 after launching two new brands in 2023, so I encourage you to watch this space.

Could you share a specific challenge you encountered in your role, and what were the key lessons you learned from overcoming it?
I would say that our team’s primary challenge in any season, however, is keeping pace with the rapid speed of business while always operating with integrity and offering our stakeholders a personalized touch. Hospitality and procurement are both incredibly complex, fast-moving industries, and our team has a sizable remit and responsibility, managing over $1B in corporate spending and increasing. In an effort to keep Hilton competitive while scaling responsibly, we focus on seeking the greatest areas of opportunity to support our strategic initiatives while continuing to safeguard our partnering properties and the Hilton enterprise in every contracting process.

I understand you have connections to Sweden. Could you tell us about your experiences or relationships with Sweden?
Yes, my grandparents came over from Sweden on my father’s side, while my mother’s side of the family is Italian. They came to the United States from Örebro and brought with them many books, – some dating back to the 1700s – photographs, and letters that we’ve kept and that my children now love to look at. I speak some Swedish and took 2 years of Swedish classes, yet I am still shy to practice. SACC-DC encourages me to keep it up! A proud connection back to Sweden is that my grandfather’s cousin, Philip, started Nederman AB, which is my maiden name and now part of my middle name. My aunt has a few mementos from when it started.

I have been working for SAS for more than 30 years in many different functions, such as Corporate Finance, Operational Management, Marketing and Sales to name a few. Besides working at our head office in Stockholm, Sweden, I have also had positions in Brussels, Belgium and London, UK. I have been the General Manager for SAS in the Americas since December 2020.

 
SAS is a new member of SACC-DC. Could you share the story of how you initially got involved with our network?   
SAS has a strong presence in North America, and we have been established in this market since 1946. We fly to seven cities across the United States: Los Angeles, San Francisco, Chicago, Miami, Washington D.C and Boston. In New York we fly both to Newark and JFK. In addition to this, we also fly to Toronto in Canada. It is important for us to have a close relationship and partnership with Scandinavian and Finnish companies that are established in the US and Canada, as well as US companies that have a link to Scandinavia, Finland, or Northern Europe. Being members of the Chamber is a natural extension of our presence in this market, and we are very happy to have joined a partnership with SACC (Swedish American Chamber of Commerce), with the purpose of better communicating our products and services as well as offers to the various chambers and to their members.
 
What opportunities lie ahead for SAS in the United States, and what do you look forward to? 
The US has bounced back quickly post-covid, and the economy is overall developing very well. A combination of reduced inflation and a strong dollar means Americas are again interested in traveling abroad, and Europe is high on their list of destinations they want to travel to. In addition to that, with the introduction of the Inflation Reduction Act and the investments in new technology and sustainable aviation fuel among other things, the US will become even more important to us in the future. The increased access to SAF will result in us fueling more in the US. This is a step in the direction towards net zero emissions by 2050.

Could you share any personal or professional insights gained from your journey with SAS in the United States that you believe would be valuable for aspiring business professionals? 
 The US is a vast country, and each state is different. I would recommend anyone who wants to come here to do your homework properly to understand your market. This is not Sweden. And it is not the US you encountered during your vacation either. In addition, each state has its own set of rules and regulations and the cultural differences between the states can be quite significant. In order to be successful personally and professionally, you need to be aware of what is applicable in the market you want to do business in.

Could you please share your journey with Saab Inc, including key milestones and experiences, and also tell us about your path to the USA and how it eventually led you to your role at Saab Inc? 
It's all interconnected. Actually, this year marks my 40th anniversary at Saab. It was my first job after military service. I was a newly graduated engineer and joined Saab in Linköping on the Aerospace side, and I've remained with the company ever since. Then, 12 years ago, I found myself in the U.S., starting a growth journey for Saab in the US. Over these years, I've held various roles at Saab. The initial decade was closely tied to engineering, particularly flight-test engineering. Later, I transitioned to customer support within the engineering domain. However, a significant milestone occurred around 1994. Just before that, I was selected as a candidate for a long-term management program, even though I never saw myself as a manager. I completed the fifteen-month training program while also being offered a completely different management role compared to my earlier, smaller management position. I believe this was a turning point because it set my career on a different path. I subsequently led an intriguing organization focused on commercial airplanes, overseeing all the disciplines associated with Avionic systems. This included development engineering, flight-test engineering, purchasing, quality assurance, support, production engineering, and more. Managing such a diverse range of disciplines was quite unusual, but I embraced the challenge and enjoyed the powerful role that allowed me to make important decisions. This was a major milestone. 

The second milestone came a couple of years later when I was appointed President of the company. It was a very different kind of organization compared to when I first joined in 1983, especially by 2003. It was undoubtedly another significant milestone for me. It was during this time that I realized that things weren't always as straightforward as they seemed; they were often much more complicated. Afterward, I moved through various management positions within Saab at higher executive levels. I served as deputy head of Saab’s Support and Services Business Area, which had about 2000 employees and a turnover of four billion Swedish kronor. 
Around this time, I was asked if I would consider relocating to the U.S. to contribute to the business's growth there. I believe one reason for this inquiry was the success of our commercial aircraft in the U.S. Many people may not be aware, but we had a substantial presence in the U.S. with the Saab 340 aircraft, all operated by major airlines. I had been closely involved with this operation, serving as the President of the U.S. organization remotely from Sweden. I frequently traveled to the U.S., becoming accustomed to the U.S. business climate and how organizations and employees functioned. However, my knowledge of the defense market, which is our primary focus now, was limited. Nevertheless, I received the offer, and initially, we planned to be in the U.S. for two years. However, those two years extended and extended, and I eventually became the head of what was then known as SAAB North America, covering both Canada and the U.S. I held this position for several years, but eventually, I reached the limit of my work visa, which had a seven-year duration. So, I engaged in discussions with the company, and my family and I decided that we wanted to continue living in the U.S. Our lives had become deeply rooted here, so we applied for green cards and eventually obtained them. 

I had always wanted to live abroad for a few years to immerse myself in a different culture. At the top of my list was the U.S. because I had thoroughly enjoyed my time here. I find the business climate in the U.S. to be fantastic—open and conducive to forming partnerships and exploring opportunities. It's a much more dynamic and open environment compared to Europe. 

You are currently engaged with the Swedish-American Chamber of Commerce in Washington, D.C. Could you share the story of how you initially got involved with SACC-DC?  
So, initially, we had a small organization here and began to grow. I was essentially told that now, in your role in Washington D.C., you should engage with the Swedish-American Chamber of Commerce in Washington D.C. So, I started attending their meetings. I believe it was my predecessors who had actively worked with the chamber and recommended that we continue doing so. Consequently, I began attending meetings and became increasingly involved. A couple of years later, I assumed the role of chairman for SACC-USA. 

SACC-DC is recognized for helping create business connections and chances between Sweden and the United States. It would be interesting to know how your involvement with the chamber adds value to Saab? 
As I mentioned earlier, Saab Inc. is relatively well established here in the U.S., so by now, we are well-acquainted with Washington D.C. However, in the early years, it was invaluable to learn from other Swedish companies that had established themselves in the U.S. through the SACC network. It allowed us to understand the DC network and how it operates, which I believe was the most significant benefit. Another aspect that has always been essential for Saab Inc. is working closely with the embassy, which we do. Nevertheless, the chamber often hosts events that have proven highly valuable for us during important gatherings and meetings. 

Eight fast questions 

Tell us a little bit about Nederman
More than 75 years ago, Nederman was a pioneer within working environment and clean air. Our mission to address the environmental challenges of industry through innovative solutions and cost-effective production has led to a world-leading position in industrial air filtration. We have a broad range of air filter solutions, from smaller units used for workers’ safety, e.g. to capture welding fumes or wood dust, to large air pollution control systems for e.g. metal recycling and foundries. Today, value creation is enhanced through digitalization and service while we are still at the forefront of product development. Nederman has a strong global presence in both sales and manufacturing globally. Sales are conducted through our own sales companies and distributors in over fifty countries and we have 2,200 employees. The largest share of sales is in Europe and North America, but we also have significant presence in Asia. Orders received in 2021 amounted to SEK 4.6 billion.

Nederman has over 75 years of working in the industry; what will the company focus on in the future?
We are currently focusing on digitalization and service within our target industries. For example; In a factory that uses many different filters, we have an app that the customer can use to ensure everything works instead of manually inspecting each filter. Digitalization can also be used to simplify collection of emissions data to make sure customers meet environmental permit requirements. We can also help customers to monitor filters remotely to ensure they work as they should; and perform service needed to maintain performance of the equipment. We create a solution that works for each of our customer’s specific air filtration need, so that they can instead focus on their primary operations and processes.

What is your role at the company, and what did you do before working at Nederman?
I oversee our global Process Technology division which sells larger filter systems for e.g., the steel, foundry, and chemical industries on all continents of the world. I am also the regional manager for Nederman in the Americas region. Here we are 500+ colleagues in USA, Canada and Mexico. Our regional headquarters is in Charlotte, North Carolina. I received my diploma from Chalmers University in Gothenburg, and then I started working as a Management Consultant at McKinsey & Company in 2001. After that, I worked for the chemical company Perstorp. In 2011, I moved to the US when Perstorp bought a business in America and offered me the opportunity to take on the President role for that business. As my family and I enjoyed living in the US, I eventually left Perstorp and started working at Honeywell in New Jersey and thereafter for Nederman. Half my career has been in Sweden and half in the USA.

SACC-DC is proud to have Nederman as our newest member; what made you decide to join?
​​​​​​​Being part of the SACC-DC network seems like an excellent opportunity to meet other US based companies and people and to take part in events like this spring's Nordic Innovation and Sustainability Forum. Of course, I also look forward to take part in events like the crayfish party and other Swedish style events.