JonDeTech is entering an important period with an increasing focus on sales and commercialization of the company’s technology. With experience from both listed companies and global technology sales, Lars Lindell is now stepping in as a new Board member of JonDeTech. In this interview, he shares why he is returning to the company and how he views the market, JonDeTech’s strategy, and the best path forward.
Lars, you have a background with JonDeTech, what makes you want to re-engage with the company, and how do you view the development since you left?
I really enjoyed my time at JonDeTech, even though I was only there for a shorter period. What primarily brings me back is the products and that the technology is so unique. We also had a very strong alignment within both the management team and the Board. Everyone worked constructively towards the same goals, and I’m excited to have the opportunity to be part of that again.
In terms of development, I’ve mainly followed the company from the outside over a longer period. However, we earlier made a number of important decisions that appear to have paid off well. These include focusing on developing a digital sensor, JEDEC-certifying J30, and expanding the distributor network. All of this seems to have been successfully implemented, and I see no reason why sales should not be able to gain momentum now given the company’s current commercial focus.
How do you assess the market potential for JonDeTech’s technology, particularly within wearables and healthtech?
The market for core body temperature measurement is already established, and I believe it will continue to grow further in the coming years. The question is not if, but when. In the short term, I see digital medical patches as the first important application for JonDeTech, and in the longer term, various types of consumer wearables will be key drivers of the company’s growth.
What is required for JonDeTech to move from ongoing customer projects to actual volume orders?
Design wins are absolutely critical at this stage, where the focus is increasingly shifting toward commercialization. The company should work to build a solid pipeline with multiple design wins that are continuously replenished over time, as some projects will inevitably fall away for reasons that cannot be predicted. This is almost always the case at this stage.
How would you describe JonDeTech’s position today compared to before?
I consider J30 to be the flagship product, it is truly unique and clearly stands out compared to competitors. I am also impressed by how well the company has delivered on its goals since the reset in 2024, especially given the very limited resources available.
How do you see yourself contributing as a Board member?
I have previously served as CEO of another sensor company, where I successfully took a sensor from a PowerPoint stage to many millions of units sold. I believe and hope I can contribute to JonDeTech in a similar way, by sharing those experiences and leveraging my industry network.
What are the most important priorities for the company over the next 12–24 months?
The key priorities are to truly drive sensor sales and demonstrate that the products can be launched in the mass market. In addition, the company needs to work on COGS (Cost of Goods Sold) to show a small but strong and highly scalable business model.
One of the biggest challenges for companies like JonDeTech in today’s market is capturing customer attention, but with a unique product, there are for sure opportunities to succeed. The second major challenge is to win and maintain investor confidence, ensuring access to the capital needed to support this growth journey.
You mention the importance of gaining investor trust — what do you see as the key to achieving that?
I believe the key is to define and report a set of clear KPIs (Key Performance Indicators) to shareholders each quarter. By being transparent with these and demonstrating credible progress over time, the company can build trust in the market. If we can show tangible progress, I also believe investors will accept that larger revenues may take time. However, once volume production is underway, it ultimately comes down to revenues and margins for our shareholders.
JonDeTech recently announced its first commercial deal with the Japanese company Tekken — what do you think this means for the company in the short and long term?
That deal was extremely important, as many customers are reluctant to be the first to test new technology. Once there are a few launched customers in place, it becomes significantly easier to attract additional customers to adopt and test the products. It also sends a positive signal to our shareholders that things are progressing within the company. This first launch is therefore highly important, and 100,000 sensors is a strong volume for this type of initial agreement.
How would you summarize the company’s potential over the next few years?
In short, the potential is based on a strong and dedicated team, a truly unique product, and a market that is already large and continuing to grow rapidly. I believe JonDeTech has strong prospects to deliver a very positive journey for its shareholders going forward.
