Stronger Together- The global MOGENSEN sales teams are growing together.

For decades, the name MOGENSEN traveled across borders. Behind this unified identity, however, were three distinct companies operating with their own purposes in different markets. Each office molded its production and commercial operations around the needs of its familiar markets. Sweden remained closely tied to Fredrik Mogensen’s original engineering ethos, consistently refining the core sizer technology. Germany focused on structure, documentation, and bespoke projects, aligning with the precision-driven expectations of its primary industries. Spain, more export-oriented by circumstance, prioritized flexibility, cost control, and a broader international reach, while also manufacturing densimetric tables and sand washing systems under the Spanish GOSAG brand.

The machines spoke the same language, but their dialects had diversified. This changed in the last week of February 2025.

Madrid was only supposed to be a meeting place. There was a clear agenda planned for a neutral ground with good logistics. But one of the best things about human experience is the ability to surprise ourselves at any given moment. During those three days, the Sales teams and Management for Spain, Sweden, and Germany simply connected. There were no grand team-building speeches. And yes, the polished presentations helped get us all in the same frame of mind. But it was the small moments, shared questions, second and third coffees, and the insightful, helpful conversations that took the experience beyond expectations. And while we joked about Madrid’s charm, the credit belongs to all the people who showed up, participated, and made it what it was.

When a company operates for seven decades, surviving market changes, ownership transfers, and technological transitions, it gains more than product know-how. It develops habits. Throughout those periods, sizers were calibrated for both output and technological sophistication. The teams behind them, across different offices and cultures, learned to overcome those challenges using the tools and principles at hand. This independence is what, ultimately, kept the company resilient. And it’s precisely that resilience, practical, proven, and persistent, that eventually found its way to the JOEST Group. Over time, it became the foundation for something more unified, not a merger of methods, but a coordination of strengths.

Today, under the JOEST umbrella, the progression from shared ownership to shared mindset required a new vocabulary with common definitions for terms like “efficiency” in dry sorting and screening, “delivery time” across continents, and “responsibility” in all three languages. And four when we count English.

Internal technical and commercial training on the MOGENSEN product portfolio, exploration of AI-powered sales tools, demo runs on GSort, and practical sizer screenings at the test plant were exercises in translating what’s to come.

What came out clearly over those three days was the kind of trust that can only be built on test floors, during coffee breaks, or in unexpected late-night conversations after relaxed dining and WAH sessions.

In moments like these, the parallels to a boot camp became apparent. In high-stakes environments, the best synchronized team thrives. Everyone knows what they can contribute and, more importantly, what they don’t need to do alone.

And, if the February meeting was any indication, a new chapter has been written, not just in performance metrics, but in cooperative, unified motion.