Changes in the Kalmar Leadership Team: Kalmar Appoints Tamara De Gruyter as President of Services

Why It Matters

The appointment positions Kalmar to accelerate its services growth, a key lever for margin expansion in the material‑handling market, and ensures continuity after a senior leadership transition.

Key Takeaways

• Tamara de Gruyter joins Kalmar as President of Services Sep 1, 2026.
• She brings Wärtsilä Energy Storage leadership and board experience.
• Kalmar aims to become a service‑driven company under her guidance.
• 2025 revenue was €1.7 bn (~$1.85 bn) across 120 countries.

Pulse Analysis

Kalmar Corporation, a leading provider of heavy‑material handling equipment, has been pivoting toward higher‑margin services for several years. The company’s portfolio now spans ports, terminals, distribution centers, and industrial logistics in more than 120 markets, generating roughly €1.7 billion in 2025 sales (about $1.85 billion). By emphasizing service contracts, predictive maintenance, and digital twins, Kalmar seeks to lock in recurring revenue and improve equipment uptime for customers. This strategic shift aligns with broader industry trends where manufacturers monetize data and expertise rather than relying solely on equipment sales.

The appointment of Tamara de Gruyter as President of Services brings a proven track record in energy‑storage and digital solutions from her tenure at Wärtsilä. At Wärtsilä, she oversaw the integration of battery systems into marine and power‑generation assets, driving both product innovation and service‑oriented business models. Her board experience equips her to navigate complex, global operations and to embed sustainability considerations into service offerings. Kalmar expects her leadership to accelerate the rollout of remote monitoring platforms, condition‑based maintenance, and outcome‑based contracts across its equipment range.

For investors, the leadership change signals continuity and an accelerated path to margin expansion. A service‑centric model typically yields higher EBITDA multiples, and Kalmar’s existing customer base provides a fertile ground for upselling. Competitors such as Konecranes and Cargotec are also expanding their service footprints, making execution speed critical. If de Gruyter can translate her transformational expertise into measurable service revenue growth, Kalmar could improve its profitability profile and strengthen its position as a sustainable logistics partner.