Executive Assistant

Veho appoints Henrik Nilsmo as Chief Revenue Officer. Former Klarna and EBANX executive joins Veho to scale its commercial organization and accelerate growth. Veho announced the appointment of Henrik Nilsmo as Chief Revenue Officer. Nilsmo will lead Veho's commercial organization. Nilsmo joins Veho as the company enters its next stage of growth. After years of investment in its technology, national delivery network and customer experience, Veho is deepening relationships with some of the world's largest e-commerce brands and building new capabilities designed to give shippers more speed, visibility and control over the delivery experience. "As Veho has grown, we have gone from working with mainly perishables companies and enterprise retailers to now additional segments such as healthcare, small and midsize businesses, third-party logistics companies, and more. We also are regularly working with stakeholders on multiple continents as we serve multi-national brands and logistics firms. What has made Veho successful is deeply understanding the brands that we work with, and to continue to do that across such a wide-ranging set of go-to market motions required bringing in a generalist who can quickly learn the business, operate at depth across each of these, and drive impact for Veho and the brands we serve," said Fred Cook, President and Co-founder of Veho. "Henrik understands what it takes to scale the deep relationships and complex integration points we have with our clients, and what it will take to create those relationships for the world's best retailers across segments and geographies. He's a builder, he knows how to create great teams, and he knows how to turn a differentiated product into lasting customer value." Nilsmo brings 14 years of experience building and scaling commercial organizations at high-growth technology companies, with deep experience in e-commerce and the complex infrastructure that powers it. At EBANX, Nilsmo served as Chief Revenue Officer and built and led the company's global commercial organization, helping brands navigate the complexity of payments across international markets. His experience spans the kind of technology-enabled infrastructure businesses that sit behind e-commerce and help global brands deliver a better customer experience. Earlier in his career, Nilsmo spent six years at Klarna across commercial leadership, general management and product roles as the company expanded into new markets and transformed how consumers shop and pay. "The technology and business model got my attention, but the people are what made me want to join Veho," said Nilsmo. "There's a real intensity here and a willingness to challenge how this industry has always worked. Veho has built something genuinely differentiated, and I think there's a big opportunity to bring that value to many more brands. I'm excited to build the team that helps make that happen." Nilsmo also invests in and advises early-stage impact companies and is a Limited Partner in Norrsken Launcher, the early-stage fund from the Norrsken Foundation.

SJ fall Summit: when the alternatives become the first choice for logistics. October 6, 2026 9:00am While FedEx and UPS remain dominant players in the shipping space, the market is seeing emerging enterprises that are just as eager to go the distance for their customers. These are younger companies like Veho, a last-mile delivery player based in New York City. While only a decade old - UPS, by contrast, was founded in 1907 - it has already nabbed big brands such as Macy's, Sephora and Lululemon as clients. When asked why brands are turning to alternative logistics providers, Catherine Dummitt, vice president for marketing at last-mile delivery company Veho, said at Sourcing Journal's annual Sourcing Summit in New York City last Tuesday that it all boils down to one essential factor. "Ultimately, I think what people are looking for when they're switching to alternative providers is more control," she told moderator and Sourcing Journal logistics editor Glenn Taylor. For a long time, deliveries were limited to standard or expedited shipping. It was a limitation that forced companies to model their entire e-commerce customer experience on the carrier's network and capabilities. "That model is just silly, but it's also fundamentally broken," Dummitt said. "I think what we're seeing is that there's a bigger opportunity to lean into more optionality." For example, now brands can pick different shipping speeds because not every package requires swift delivery. That flexibility is giving brands control over the tradeoffs they make, she believes. This is why smaller logistics companies are becoming an attractive alternative to legacy providers. The freedom afforded by modern shipping alternatives was the theme of the session, which was titled, "Logistics as a Competitive Advantage: How Technology Is Transforming the Supply Chain." Dummitt was joined by other Davids who have battled metaphorical Goliaths and lived to tell the tale: Richard Hurley, founder and CEO of 3PL Highline Commerce, and Rathna Sharad, founder and CEO of cross-border commerce platform FlavorCloud. Together, they represented three supply chain stages a product has to traverse before it reaches the end consumer: storage, fulfillment, and in the case of international commerce, the border. They represented a new generation of leaders equipped with technology that can better predict and react to the nuance of each customer as opposed to bracketing them in generalized groups that risk misrepresenting the market. It's this specialized understanding that sets FlavorCloud apart from other players that simply see foreign countries as new sources of revenue. International expansions are complicated, said Sharad, not just because they come with new trade laws and standards that need to be followed, but because they contain consumers that hail from different economic conditions. "E-commerce infrastructure allows you to customize for every single market as if you are in the domestic experience," said Sharad. "So oftentimes, you're thinking about domestic experience and optimizing the e-commerce model, but not understanding the consumer in India is very different. The propensity to buy is very different. What they can afford is different." It's these kinds of misunderstandings that can doom companies considering international expansion. The biggest mistake is to assume international shipping is simply an extension of the same service being brought by a domestic carrier, with the only difference being that an international rate has to be paid. This typically leads to a practice that is known in industry parlance as Delivered Duty Unpaid, wherein the business only covers the cost of transporting the product while the customer shoulders everything else, from import duties to other clearance fees. "It really is death by a thousand cuts," Sharad said. "Stuff gets stuck in customs compliance issues, and then the consumer experience suffers the most because they're getting all these bills that they did not expect and the parcel is delayed by days, weeks, months." Highline Commerce began more than half a decade ago, serving businesses that were otherwise deemed too small for other 3PLs, Hurley said. An integral part of its business model is supporting the proverbial new kid on the block, which sometimes requires being there for those newer, smaller clients when they make common mistakes. "When you're starting a business, you tend to be pretty optimistic, and we're mostly dealing with founders and - God bless optimistic founders. We need them; they tend to be optimistic about the timelines for manufacturing," he said. "They're not building in [a] buffer." "I think the purpose of my company is to lower the barrier for someone to pass with their fulfillment, and the biggest costs are your rent and your labor," he said, noting that his company has been using robotics to help other startups lower their labor costs. "It is already cheaper than humans," he said. Highline is already using a bimanual manipulator - essentially a two-armed robot - nicknamed "Fleetwood Pack" developed by Ultra Robotics, which fills up to 30 percent of its orders in Brooklyn, according to a report from Automated Warehouse Online. Its innovations like this that make a strong argument for alternative logistics providers. As Veho's Dummit said during her parting admonition at the Summit: "Stop accepting the status quo." SJ Newsletters