Talenom has split into two. What remains is a simpler company with a sharper focus on financial management services. Now, its new CEO Juho Ahosola must show that focus can translate into performance.
“When you try to do many things at the same time, it’s hard to be excellent at everything.” Talenom CEO Juho Ahosola pauses briefly. “Now our focus is much more narrow. That makes it easier to be truly good at what we do.”
The comment comes at a moment when Finnish accounting behemoth Talenom has just reshaped itself. Following the demerger completed in February, the company has separated its software business into Easor and is now fully focused on accounting services.
Sitting in the Tampere office, Ahosola senses the shift. “This is a new era. Many feel it’s a fresh start. The focus is clearer, and clarity is usually a very good thing.” What replaces the old structure is a pure service business where performance depends on employees and clients.
Ahosola’s first weeks as CEO have been busy. “I’ve been visiting offices, meeting our people. That’s crucial,” he says, adding that as a service business, everything is about the employees. “In my thinking, it’s all about people.”
Listeds data show that Ahosola is one of Finland’s youngest CEOs, but he is also an insider who knows Talenom from the inside out. He was promoted to the role following the demerger in February after serving as deputy CEO, spending more than a decade rising through the ranks.
A company built around one way of working
At the center of the next phase is what Ahosola calls “One Talenom,” a shared way of operating across countries.
“If we continuously improve employee experience, our teams are more engaged. That leads to better customer experience. When clients are happy, they recommend us, and that drives growth. And growth creates more opportunities for our people.”
Technology supports that system, but does not define it. “We use AI to reduce manual work and free up time. That time should be used with clients.” However, AI accountants have their limitations. “When you have real challenges, you still want a human being.”
Juho Ahosola rose through the ranks, spending more than a decade at Talenom before stepping into the CEO role in February 2026. Photograph from Talenom.
A reset under pressure
The demerger comes after a year that fell short of expectations.
In 2025, Talenom’s continuing operations generated €109 million in revenue, growing 3.2 percent, according to its latest financial statement. Profitability weakened, and the company did not meet its financial targets. At the group level, operating profit declined sharply.
The market reaction has been visible. Talenom’s share price has fallen by more than 40 percent over the past year. Easor, the newly listed software company, has also traded below its initial levels.
“We are not happy that we didn’t reach our financial targets,” Ahosola says. “But we aim to learn from it and maintain strong confidence in the future.”
Still, the road looks clearer after the transition. “When you are executing a split like this, it takes a lot of energy from the organization.” Now, the focus shifts forward. “We can fully focus on what we are doing.”
A CEO who grew up inside the company
Ahosola’s way of thinking is closely tied to his own path. “I started as a financial accountant. I have basically been in all organizational levels.”
Over more than a decade, he has moved through expert roles, development, HR, and international leadership, which comes in handy now. “You understand what kind of concerns people might have in different roles.”
At 38, he is one of the six youngest CEOs of listed companies in Finland, according to data from the Listeds Executive Intelligence platform. Alongside Anna Wäck at Sitowise, Ahosola is one of only two who have taken on the role this year.
Looking back on his journey within one company, Ahosola is grateful for the chances Talenom gave him to grow. “When we are growing, it gives new challenges. That’s one reason why people stay.”
Growth, but on different terms
Growth remains central to the company’s ambitions.
Talenom continues to target more than 10 percent annual growth in the medium term. But Ahosola is clear about the source of that growth. It will not come from acquisitions alone.
“Organic growth is the real growth. It means your product must be better than your competitors’.”
Acquisitions remain part of the strategy, particularly in Spain, where Talenom has been actively building its presence. In 2025 alone, the company completed four acquisitions: Ascofi Berria and Harri Berri, Pagoa Consultoras, Querol & Querol Assessors, and Nova Ceteb, together adding roughly €4 million in annual revenue.
Still, Ahosola is careful to frame their role. “We don’t want to grow only through acquisitions,” he says, adding that above new purchases, the company prioritizes organic growth.
“If we are better day after day in employee experience, everything else follows.”
What Talenom is becoming
Asked what he wants to build for the future, Ahosola does not hesitate.
“I want Talenom to be the most recommended partner by our employees and our clients.” Then he adds, “We are never ready. The day you think you are good enough, that’s the first day of the end.”
The structure is now simpler. The direction is clearer. What remains is the harder part, making it work consistently across countries, teams, and clients. Still, for Ahosola, the foundation is set:
“It starts from people.”
