4C Group AB (publ) provides software solutions and expert services for organizational readiness, training, and crisis management worldwide. The company offers Exonaut, a software platform that enables effective, secure, and seamless management of incidents, crises, risks, and compliance assurance; supports the sustainment and continuity of operations affected by disruptions and crises; and provides a software solution for military and civilian customers in training management and capability development. It serves defense forces, public organizations, and companies in the corporate sector. The company was founded in 2000 and is headquartered in Stockholm, Sweden.

4C Group AB (publ)

4C Strategies provides training readiness and organisational resilience solutions, supporting international institutions, global enterprises, and armed forces across 100 countries.

4C Strategies

4C Strategies | 9,416 followers on LinkedIn. We work with you to build and maintain readiness and resilience for a safer and more resilient society.  | 4C Strategies is a leading provider of organisational readiness and military training management solutions through our Exonaut® software and advisory services.

We work in mission-critical environments; supporting capability development, business continuity, risk and crisis management.

Founded in 2000, 4C Strategies today serves military, public and private clients in more than 70 countries around the globe.

Leadership, Business Development, Software Innovation

Mikael “Mike” Edqvist

Software Engineering Manager

Gregory Jones

Partner | Deputy Head of Software Development

Andreas Olså

Tim Solms

This week in the UK, a new policy statement was published jointly by the Bank of England , the Prudential Regulation Authority (PRA), and the Financial Conduct Authority (FCA), aimed at enhancing the resilience of the financial sector by bringing the “Critical Third Parties” (CTPs) that provide essential services to financial institutions under the regulators remit. But what does the new policy mean for the UK finance sector and CTPs, and how can continuity management software help? We take a look https://lnkd.in/dnehjPPc #UKFinance #CriticalThirdParties #RegulatoryCompliance #FinancialRegulation #BankofEngland #PrudentialRegulationAuthority #FinancialConductAuthority #BusinessContinuity #ContinuityManagement #OperationalResilience #RiskManagement #BCM #BCMSoftware #Continuitysoftware #FinanceSector #PolicyUpdate #FinancialInstitutions #Incidentmanagement #Crisismanagement #ContinuityPlanning #BusinessImpactAnalysis #criticalservices

As day three of the Critical Infrastructure Protection and Resilience Europe conference draws to a close I relect on all the fantastic learning and networking that has gone on these past three days. I have been in Madrid with Alva Åberg representing 4C Strategies at this great event. We have been learning about the emerging threats against critical infrastructure and the implementation and impacts of the CER directive and NIS2 directive. What is abundantly clear is the 4C Strategies resilience platform is extremely well placed to support organisations to get ahead of, comply with, and report against both directives. It was also a real pleasure to speak as part of the crisis management section sharing my thoughts on the use of AI in both continuity management and crisis management, bith fundamental practices in protecting critical infrastructure. If you want to know how the team at 4C Strategies can support you on your CER or NIS2 journey with our resilience platform please reach out directly to me or Alva Åberg

Ben White

Are you attending the Critical Infrastructure Protection & Resilience European Conference in Madrid this week? Don’t miss “Unveiling the Power of AI: Transforming Resilience”. 4C Principal Consultant Ben White will be presenting AI's transformative role in #resilience , #businesscontinuity , and #crisismanagement , and sharing #bestpractices on how organizations can harness #AI to not only adapt to adversity but emerge stronger and more resilient than ever before. Ben will take to the stage on day two in track two at 4.15pm, Wednesday 13/11. If you can’t make it to the event, you can read more about leveraging AI for resilience here https://lnkd.in/eke4b9rR

Remembrance Day is important day for the UK and the Commonwealth, providing us the opportunity to reflect on the sacrifices made by the members of the armed forces and the communities that support them over a century of conflict in Europe and beyond. Here at 4C Strategies we are constantly reminded of our role in the preparation of our Armed Forces in continually being ready to face the challenges that threaten our democracies and our way of life. #remembranceday #armisticeday #ww1 #ww2 #wwii #wwi

I am really happy with our performance in this challenge and was proud to be given the opportunity to take my personal experience leading training onboard ships and present a solution that could be used not just for the Combat System departments, but by all shipboard training teams, to help with a challenge that has existed for many years - helping the Sailors that are evaluating their peers have access to the training requirements, standardized grading criteria, and not having to rely on "pen and paper" that would often get destroyed during the exercise or would require the evaluator to remember what the notes that they jotted down meant to provide meaningful feedback to the watch team. Looking forward to engaging in the future to be able to help solve other training challenges faced by the Sailors that are charged with training their relief!

Paul Mata

4C Strategies subject matter experts will be working alongside exercise practitioners and department leads at a #FTSE100 Tech firm, running a four-day simulation exercise for their Executive Leadership Team. Our award-winning Exercise team, backed up by the 4C #ExerciseManagerSoftware , will be working with the tech company over the coming months to build out a severe, but plausible scenario that will enable the #ExecutiveLeadershipTeam to practice and improve their decision-making and crisis leadership skills under mounting pressure. Talking about the partnership, 4C’s Chris Jee says “Exercising is an essential part of building the resilience of any organisation as those involved in managing a crisis become better prepared to take the necessary decisions and actions for a fast and effective response. This is a hugely exciting opportunity and a novel way of exercising for both partners. We look forward to building on this relationship over the coming years and further refining the exercise methodologies.” Want to know more about exercising or how we can help your organisation build resilience, don’t hesitate to reach out by leaving a message here or download our guide to training and exercising with our powerful Exercise Manager Software https://lnkd.in/dzuCKfdE #crisismanagement #businesscontinuity #Exonaut #resilience #exercise #riskmanagement #BCM #businesscontinuitymanagement #operationalresilience #capabilitydevelopment #organizationresilience #incidentmanagement #disasterrecovery #DRplanning #benchmarking #crisismanagementsoftware #incidentmanagementsoftware #ITcontinuity #continuitymanagementsoftware

Our CEO Jonas Jonsson was once again invited to present 4C Strategies at the Defence Industry Seminar held by leading Nordic finance analysts Redeye AB . Jonas focussed his presentation on how 4C Strategies products and services are supporting NATO and Allied forces, the implementation of #AI in #DefenseTech , and the implications of the global trends in the area. You can watch his presentation here https://lnkd.in/dWRDvjzk #defensesoftware #militarysoftware #defenseinvestment #techindefense #militaryinnovation #militarytraining #militaryexercises

Getting caught in a crisis is a scary situation; even worse if you're not fully prepared. It's only when you experience a crisis first-hand that you understand your organization's ability to respond. That's why we hold life-like crisis exercises for many of our clients, pushing them to their limits, and escalating the exercise within a safe environment. This ensures that when a crisis actually happens, everyone knows their role, who they should communicate with and why, and how to act under immense pressure. Don't be tricked into believing you are fully prepared. Take the fear out of a crisis by preparing your organization with a crisis management exercise. https://lnkd.in/dbdnB-b #halloween #crisismanagement #resilience #incidentmanagement

It’s Day 2 at #BCIWorld here in #London and the 4C Strategies team are on stand and ready to talk you through our suite of #Resilience software. Fresh off the back of our global award from The BCI for the most Original Exercise Programme for WISE 2023, come and talk to our SMEs about how we managed to run a simultaneous #CrisisManagement and #OperationalResilience simulated exercise for 42 of the world’s leading financial institutions in #HongKong .

4C Strategies are immensely proud that once again WISE 2023 has been recognised by the The BCI in their global awards as the Most Original Exercise Programme. The team, Ben White , Chris Jee , Mathilda Jansson , Joshua Rice , Hannah Suiter and Kristian Nielsen worked hard to ensure the exercise was immersive, inclusive for all levels of maturity but most importantly ran smoothly to bring to life a severe but plausible scenario that affected all the participant organisations. Against a field of hugely deserving nominees, the hard work of the team who helped bring WISE 2023 to fruition stands true as a seamless example of international collaboration. 4C Strategies are grateful to #HKFSBCM for their continued work in bringing #OperationalResilience and #CrisisExercising to the #HongKong financial sector. The legacy of WISE 2023 continues with all participant organisations being able to measure their capability against an established industry standard. As the 2024 exercising year draws to a close, we are excited to see what opportunities 2025 brings!

	Dec '19	Dec '20	Dec '21	Dec '22	Dec '23
account payables	3.73M -	2.10M 43.65%	7.40M 251.74%	9.09M 22.91%	10.81M 18.95%
accumulated other comprehensive income loss
cash and cash equivalents	388K -	22.68M 5,744.85%	66.03M 191.15%	146.81M 122.34%	62.23M 57.61%
cash and short term investments	388K -	22.68M 5,744.85%	66.03M 191.15%	146.81M 122.34%	62.23M 57.61%
common stock	168K -	168K 0%	170K 1.19%	594K 249.41%	598K 0.67%
deferred revenue	34.51M -	30.17M 12.57%	51.38M 70.30%		28.29M -
deferred revenue non current					29.80M -
deferrred tax liabilities non current	7.77M -	8.72M 12.17%	10.95M 25.55%	13.28M 21.32%	15.17M 14.22%
goodwill
goodwill and intangible assets	37.71M -	42.33M 12.25%	43.76M 3.38%	55.09M 25.89%	73.64M 33.67%
intangible assets	37.71M -	42.33M 12.25%	43.76M 3.38%	55.09M 25.89%
inventory
long term debt	14.32M -	12.40M 13.42%	9.42M 23.98%	36.66M 289.00%	1.99M 94.59%
long term investments	8.21M -	7.83M 4.53%	14.15M 80.56%		1.36M -
net debt	42.35M -	12.71M 69.98%	-16.57M 230.37%	-76.25M 360.14%	-638K 99.16%
net receivables					152.00M -
other assets			-1K -
other current assets	12.14M -			1K -	-1K 200%
other current liabilities	11.30M -	15.13M 33.89%	16.27M 7.51%	65.79M 304.35%	43.58M 33.77%
other liabilities					1 -
other non current assets	1K -	-1K 200%	3K 400%	26.15M 871,666.67%	38.78M 48.29%
other non current liabilities		1K -	849K 84,800%	1.18M 38.52%	497K 57.74%
othertotal stockholders equity	53.68M -	52.62M 1.98%	56.06M 6.54%	153.88M 174.50%	157.97M 2.65%
preferred stock
property plant equipment net	24.12M -	23.18M 3.88%	22.36M 3.55%	50.74M 126.89%	54.34M 7.11%
retained earnings	7.81M -	13.77M 76.32%	51.36M 273.09%	77.28M 50.46%	67.94M 12.09%
short term debt	28.42M -	22.99M 19.10%	40.03M 74.09%	33.89M 15.33%	29.80M 12.06%
short term investments	-7.23M -	-7.25M 0.30%	-13.13M 81.06%
tax assets	4.08M -	2.84M 30.36%	1.18M 58.32%	298K 74.81%	4.09M 1,273.49%
tax payables		2.37M -	6.39M 169.79%	2.69M 57.89%	694K 74.19%
total assets	161.72M -	158.07M 2.25%	243.90M 54.29%	391.65M 60.58%	386.44M 1.33%
total current assets	87.60M -	81.89M 6.52%	162.44M 98.37%	259.37M 59.67%	214.22M 17.41%
total current liabilities	77.97M -	70.40M 9.70%	115.08M 63.46%	108.78M 5.48%	112.49M 3.41%
total debt	42.74M -	35.39M 17.20%	49.45M 39.74%	70.55M 42.66%	61.59M 12.70%
total investments	976K -	582K 40.37%	1.01M 74.40%	1.02M 0.79%	1.36M 33.14%
total liabilities	100.06M -	91.52M 8.53%	136.30M 48.93%	159.89M 17.31%	159.94M 0.03%
total liabilities and stockholders equity	161.72M -	158.07M 2.25%	243.90M 54.29%	391.65M 60.58%	386.44M 1.33%
total non current assets	74.11M -	76.19M 2.79%	81.46M 6.92%	132.28M 62.39%	172.22M 30.19%
total non current liabilities	22.09M -	21.12M 4.41%	21.22M 0.49%	51.12M 140.89%	47.45M 7.17%
total stockholders equity	61.66M -	66.56M 7.94%	107.59M 61.66%	231.76M 115.40%	226.50M 2.27%

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4C Strategies

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