Lars Bo Hansen doesn’t give many interviews – and when he does, he’s quick to deflect attention. Sitting down to speak with him ahead of SPRING Production’s 30th anniversary, it was clear that while he leads from the front, he’s more focused on his team and the work than personal recognition.
Hansen’s career began in prepress. “I was not that good!” he admits, recalling long hours over a lightbox in his early days. Despite not identifying as particularly “creative,” he steadily took on more responsibility, eventually becoming a project manager at SPRING Production—then known as Digital Xpress—in 2005.
“I worked long hours to prove myself,” he says, adding that the fast-paced, hands-on nature of the role helped shape his approach to business today. “If I hadn’t gone through that, I wouldn’t understand what we do now.”
A Turning Point
In 2014, Hansen helped drive the merger that formed what is now SPRING Family—bringing together Digital Xpress/ZUPA with Kernell/Simpatico. “At the time, I felt that clients weren’t getting what they needed from production partners,” he says. “There were inefficiencies, and a lack of transparency.” Though the merger was a risk, Hansen believed it could fill a gap in the market.
The years that followed were not without challenges. One of the most testing moments came when the agency had to urgently scale operations to meet a major client deadline. “We had to hire 30 people in a matter of weeks,” he recalls. “It was tough, but rewarding.” That client, he notes, remains a long-term partner.
SPRING Production’s international footprint also grew during this period, including the expansion of production capabilities in Vietnam—a move Hansen says improved the agency’s flexibility and cost-efficiency. “We’ve had to adapt constantly,” he adds, citing global shifts like COVID-19 and economic pressures.
Leadership and Culture
Hansen says his leadership style has evolved over time. “I used to be a micromanager, but I’ve learned to trust the people around me.” Collaboration, he believes, is central to the company’s success. While he doesn’t point to a single role model, he draws on both experience and external perspectives to shape his approach.
His preference is for a flat structure, influenced by Scandinavian management culture. “The goal is minimal hierarchy and open dialogue. Different teams and cultures operate differently, but we try to keep the spirit of openness.”
Above all, Hansen places value on long-term employee retention. “It says something positive about the culture if people want to stay,” he says.
Looking Ahead
Hansen’s focus for the immediate future is “stability.” He’s pragmatic about growth, preferring the idea of “stable growth” rather than rapid expansion. Still, he hints at potential acquisitions on the horizon.
Asked what motivates him most, he says: “I want SPRING Production to be known as a reliable partner. Clients should trust us to deliver. That’s what we’re building toward—now and for the next 30 years.”
