PwC award recognises CEO’s leadership in making Pascal a fun place to work

Published Nov 25, 2017

Pascal CEO, Lars Fenger with the Price Waterhouse Cooper’s ‘Theme Prize’ for ‘Talent & Technology’

Pascal A/S CEO, Lars Fenger, has been awarded the Price Waterhouse Cooper’s ‘Theme Prize’ for ‘Talent & Technology’. The regional prize — for the greater Copenhagen area, home to more than half the kingdom’s companies — was given in recognition of Fenger’s leadership in shaping the modular power amplifier manufacturer’s far sighted employment practices and organisational culture.


PwC specifically awarded the prize to the CEO of the company that most successfully combined technical innovation and human development. The theme and the award related directly to PwC’s CXO SMV Survey 2017.

“Pascal’s relatively rapid rise to prominence in the market is entirely predicated on the synthesis of talent and technology,” explains Fenger, “Our continual process of innovation is grounded in the unique abilities of our people to creatively exploit technologies to provide proprietary solutions. It is based in a coexistent culture of individual and interpersonal development; something that we have nurtured from the very beginning. Human activity is team based at every level in our organisation.”

Under Fenger’s direction, Pascal’s management proclaims as a primary objective the desire “to provide an inspiring and exceptional working environment defined by strong values and vision”.

“From the outset we embraced a common vision of creating a work environment that was both productive and fun.” he continues. “A place where it is possible to experience happiness and satisfaction in the day to day activity; also engendering the sense of meaningfully contributing to the greater corporate success. It was a vision that arose from belief that greater human happiness is the true objective of life. That work, therefore, should not be reduced to just the means of putting food on the table.

“As a startup we were never going to be able to compete at the outset with large established industry players, no matter how superior our product. So I challenged the team to think about how we could try to disrupt the market at every turn. We could adapt to fulfill customers’ immediate requirements in a highly scalable way, providing a higher value proposition, and moving rapidly and continuously, ensuring larger competitors could not adequately respond to the resultant changes in market conditions.”

Seven years on, Pascal is itself a structured, high performing organization. But one with a focus on personnel — and personal — development, as the human basis for the company’s continued accelerating growth. “In seven years we have achieved a 200 fold increase in unit productivity. We have come from nowhere to become the number one supplier of amplifier electronics to the pro-audio industry. Most importantly of all, we achieve this success through a symbiotic development of people and engineering. The combination of high performance team-play, personal reward and meaningful contribution to ‘the greater good’, makes Pascal a fun place to work.”