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Liquid Wind: Digitalization for a sustainable future

16 June, 2025

When Liquid Wind approached Anchor, it was planning to digitalize the management of its complex electrofuel projects.

I meet Liquid Wind's Chief Corporate Officer, Emma Rönnmark, for a chat about working with Anchor Management Consulting on the company's digital development journey.

–First of all Emma: Tell us what Liquid Wind does!

–We are developing plants that produce eFuels, i.e. fossil-free fuels. The plants use biogenic carbon dioxide from industrial sources, such as district heating plants and pulp mills, and combine this with hydrogen produced from green electricity. This results in an environmentally friendly fuel that can replace fossil fuels in shipping, aviation, chemical industry and many other areas. The plants will also be in a digital twin for operation and process optimization, Emma says.

Liquid Wind's technology is an important piece of the puzzle in the fight against climate change, as it enables a circular and sustainable transport and industrial sector by reducing CO₂ emissions by up to 94% compared to fossil fuels. Liquid Wind's process helps to create a closed carbon cycle, which is crucial to reducing global greenhouse gas emissions and promoting a sustainable future.

The process of converting wind and CO₂ into renewable eFuel. Illustration: Liquid Wind.
The process of converting wind and CO₂ into renewable eFuel. Illustration: Liquid Wind.

Liquid Wind's growth and the need for digitalization

Liquid Wind is growing rapidly and has ongoing projects in Sundsvall, Umeå, Örnsköldsvik and Östersund (in Östersund, the company is developing Uniper's NorthStarH2 facility). They also have two projects in Finland; Haapavesi and Naantali.

LiquidWind eFuel+Facility
eFuel plant. Illustration: Liquid Wind

When Liquid Wind approached Anchor, it was planning to digitalize the management of its complex eFuel projects.

–We wanted to have a dialog with a party that had implemented decision support in scale-up companies before. Emma explains that Liquid Wind had set a roadmap for their digital journey.
–Together with Anchor, we developed a specification of what the different steps could look like in the implementation of an ERP system.

Implementing ERP: step by step

Anchor's digital transformation process

The digitalization with the implementation of the ERP system at Liquid Wind has been a carefully planned process based on Anchor's methodology.

–We started with a Quick Assessment, i.e. a structured feasibility study, with the support of Anchor. They helped us define our goals, scope and a plan for our digitalization, Emma explains.

Through a business analysis and Anchor's Search and Select methodology, the right solution was chosen. Anchor led the project management and change management work, in collaboration with Implema who was chosen as the technical implementation partner.

–We are very pleased to be working with Anchor. Their pragmatic approach and understanding of growth companies has been invaluable to us, says Emma.

Result: a joint process

–Now that we have been using the solution for some time, we have already achieved improved efficiency in our operations in terms of simplified processes and accessible information.

–It makes it easier for the entire organization to see the big picture and how the system supports our work. The fact that we now have one data source and control over our master data makes a big difference. It helps us to make better decisions and prioritize correctly in the business. It's the result of all the work of all the fantastic project members, says Emma.

Liquid Wind offers shipping and aviation, among others, the opportunity to accelerate their transition to sustainable fuels.

Liquid Wind's future plans

With the goal of developing 500 eFuel plants globally by 2050, Liquid Wind has the potential to make a significant contribution to the transition to sustainable energy sources.

–In addition, in the current geopolitical situation, it is important to have a locally produced fuel based on raw materials available in Europe. We see that this application is becoming more and more important. eFuel is our business and we will continue to develop projects for our customers in order to supply the market with eFuel in several different ways, says Emma.

Partnerships key component for the future

–We see partnerships as a key component to successfully achieving our goals. By working with investors, suppliers and other partners, we can ensure that our projects have the best chance of success.

–The purpose of partnerships is to be able to sit down, as we are doing now, and talk about what has been good and what we should do next. It's important, because then you have the right input values for working together, concludes Emma.

“We are very pleased to be working with Anchor. Their pragmatic approach and understanding of growth companies has been invaluable to us.”

Emma Rönnmark

CCO, Liquid Wind
About Liquid Wind

Liquid Wind is a leading player in the development of eFuel facilities. The company has a clear vision – to reduce the world's dependence on fossil fuels.
This is particularly important in sectors that are difficult to transition, such as international shipping and aviation.

Liquid Wind is headquartered in Gothenburg and also operates in Denmark and Finland. The company currently has around 80 employees and is backed by a strong group of investors. These include well-known players such as Alfa Laval, Carbon Clean, Elyse Energy, HYCAP, Samsung Venture Investment, Siemens Energy, Topsoe and Uniper.

Liquid Wind has a solid pipeline of plant projects under development with the goal of reaching 10 projects by 2027.

Read more at www.liquidwind.com

 

About Dan Sone

"I am a strong advocate for the idea that everyone must understand the bigger picture in order to do a good job, whether it's about identifying and prioritizing changes or carrying out their daily work. That's why I work with visual models that make it easier to see the whole picture and understand the connections. I have helped companies identify, plan, and implement changes at the intersection of business and IT for over 25 years. I'm starting to see patterns in what makes changes successful. Would you like some good advice?"