{"id":28084,"date":"2026-07-21T08:43:08","date_gmt":"2026-07-21T12:43:08","guid":{"rendered":"https:\/\/www.insightpartners.com\/?p=28084"},"modified":"2026-07-21T08:56:48","modified_gmt":"2026-07-21T12:56:48","slug":"kabal-leadership-story","status":"publish","type":"post","link":"https:\/\/www.insightpartners.com\/ideas\/kabal-leadership-story\/","title":{"rendered":"CEO Jan Inge Pedersen on building Kabal into an industry-defining logistics platform"},"content":{"rendered":"

At age 17, Jan Inge Pedersen<\/a> would ride his scooter to nearby Sandnes, about 15 minutes south of his home in Stavanger, Norway, to get his hands dirty. \u201cMy first job was cleaning oil and gas equipment,\u201d reveals the Kabal founder, who has built the go-to infrastructure for oil and gas companies. \u201cEvery morning, I\u2019d drive there, put all the gear on, and clean.\u201d<\/p>\n

Pedersen would rise to become a senior mechanic for NASDAQ-listed energy services giant Weatherford International, later moving into logistics, coordinating offshore assets for BP, LUKOIL, and Equinor.<\/p>\n

Few people understand the inner workings of offshore drilling like Pedersen, which is how he came to found one of the industry\u2019s most disruptive technology platforms. As a coordinator, he tracked vessels, helicopters, personnel movements, equipment deliveries, and issues throughout the supply chain.<\/p>\n

\u201cKabal comes from working in offshore logistics, from seeing that the extensive use of email, Excel spreadsheets, and phone had become an almost impossible game,\u201d he says.<\/p>\n

It was only when Pedersen met his cofounder, Fredrik Larsen<\/a>, a gifted software developer, now chief innovation officer of Kabal, that Pedersen realized his dream to automate these manual touchpoints. \u201cFredrik has this ability to solve the problem in an easy way,\u201d Pedersen explains. \u201cHe sees solutions where others see obstacles and is great at translating real-world challenges into software.\u201d<\/p>\n

Pedersen met Larsen when the pair were working at BP; his domain understanding impressed Pedersen. \u201cMany software companies have a customer asking them to make something, but they don\u2019t always have the domain knowledge themselves,\u201d says Pedersen.<\/p>\n

\n

\u201cYou need to understand what you are solving. We have never asked the customer, \u2018Should it be like this or like that?\u2019 We made the software, took their hand, and led them in the right direction.\u201d<\/em><\/p>\n<\/blockquote>\n

The pair launched Kabal in 2011<\/a>. From the outset, Pedersen set himself a lofty goal for Kabal: \u201cTo win all operators in the world.\u201d<\/p>\n

Going global<\/h2>\n

While rivals struggled to reach product-market fit<\/a>, thanks to understanding the issues at stake, Kabal nailed it early. \u201cWe have seven core features in our system,\u201d Pedersen says. \u201cIt\u2019s the same seven features we started with. We\u2019ve added a lot of great features around them over the years, and today, many of these are key functions for our customers. But the core has stayed the same.\u201d<\/p>\n

He likens his platform to photo-sharing app Snapchat. \u201cYou just want to take a picture and send it to somebody you know. Do you really need all the other stuff? No, you don\u2019t. Keeping things simple for the user is essential in all software.\u201d To encourage the oil and gas companies to take a risk on his nascent technology, Pedersen had to be bullish.<\/p>\n

\n

\u201cMy way of selling was to say, \u2018If you don\u2019t do this, you\u2019re working in the Stone Age.\u2019\u201d<\/em><\/p>\n<\/blockquote>\n

It took verve to win business from energy behemoths like BP and ExxonMobil. \u201cI never talked about how small we were,\u201d he reveals. \u201cIf I was asked how many employees Kabal had, I would try not to answer or say, \u2018More than enough.\u2019\u201d<\/p>\n

Kabal won BP as a customer<\/a> in 2015 when the company had just 15 employees. Winning a customer like BP was a significant breakthrough and created momentum in the market, opening doors to other operators. As Kabal continued to grow, the company scaled carefully, balancing expansion with the strong financial discipline that remains a defining characteristic of the business today.<\/p>\n

\n

\u201cWe maintained extremely healthy financials. That was a super-power we maintained and continue to have.\u201d<\/em><\/p>\n<\/blockquote>\n

Many companies are pulled in multiple directions by customers asking for new features or widgets, but Pedersen has shown an unflinching ability to stand fast.\u201cIf they want to change anything in our software that we believe will degrade it, we say no,\u201d he says. \u201cThen you need to come back when you are ready to work the way we work. If you, however, come up with suggestions that will improve Kabal, we are all for it. This, I believe, is how we continue to define our industry. Not alone, but in collaboration with our customers.\u201d<\/p>\n

Pedersen targeted the oil and gas hubs of the United Kingdom, Norway, and the United States. Cracking the American market took persistence, he admits. \u201cWe traveled to the U.S., understanding that some of the biggest oil and gas companies are sitting there. It took us five years to sign the first contract.\u201d<\/p>\n

A partner to win the market<\/h2>\n

The software did what was promised, driving efficiencies, cost savings, and streamlining operations. BP was quick to roll out Kabal\u2019s technology internationally, across their drilling operations. \u201cAll of a sudden, we are in a bid for a BP contract for 10 countries, which we won, so that made the ball roll.\u201d<\/p>\n

Up until this point, Kabal had not been built on outside capital. The founders bootstrapped the business from the start, giving them the financial independence to grow on their own terms. “We never needed money to invest in Kabal,” Pedersen says. “We have always had around 50% margin on the business we do. We still have 50% margin.”<\/p>\n

Rather than needing cash for survival, the decision to bring in investors was about boosting the company’s global ambitions. In 2019<\/a>, Pedersen and Larsen sold a majority stake<\/a> to Norwegian private equity firm Norvestor to accelerate international expansion and take some risk off the founders’ table.<\/p>\n

By 2023, 7,500 companies, including most energy supermajors, were using the software, alongside 58,000 individual users. Because of its margins, Kabal attracted significant investor interest \u2014 too much, according to Pedersen. \u201cI was really stressed because I was going on so many dates,\u201d he says. \u201cI was getting sick of all the dinners and coffees. \u201d<\/p>\n

Pedersen knew the right partner would need to be more than a financial backer. “We were looking for a pure tech buyer that had an aggressive mentality to winning the market,” he says. After meeting around 20 venture and private equity firms over a five-month period, one stood out.<\/p>\n

\n

Scale up your career<\/strong>: See all open roles at Kabal<\/a>.<\/p>\n

\n

The investor POV<\/h2>\n
\n

\u201cIn Jan Inge, you have a CEO with enormous passion. That energy is evident across the entire management team and translates directly into product quality and customer loyalty.\u201d<\/em><\/p>\n<\/blockquote>\n

\"\"<\/p>\n

\u201cWe first came across Kabal while doing our own market research on energy logistics,\u201d says Managing Director Rachel Geller<\/a>. \u201cOne of our analysts had spoken to Kabal a few years earlier, when it was a bit smaller. Even back then, it was clear to us that Kabal could be a leader, though the timing for a partnership wasn\u2019t yet right.\u201d<\/p>\n

\u201cWhen you combine rising global demand for energy with the immense pressure to reduce emissions, you get a special opportunity for software,\u201d Geller explains. \u201cKabal sits in the middle of those needs, driving cost savings and connecting operators and suppliers on a single platform. In fact, this network effect got us especially excited: When an operator adopts Kabal, their supply chain is brought on board.\u201d<\/p>\n

Geller reveals that Pedersen avoided Insight’s calls for a long time before agreeing to meet in Stavanger. \u201cHe wanted to make sure we were serious,\u201d she explains. Managing Director Michael Shephard<\/a> flew to Kabal HQ in early 2023. Initially, Pedersen wasn\u2019t convinced.<\/p>\n

But Shephard and Geller kept getting on a plane. \u201cThey never gave up,\u201d says Pedersen. \u201cThey just came back and back and back.\u201d<\/p>\n

The Insight team quickly grasped the scale of the opportunity. Energy logistics<\/a> is a huge industry, valued at an estimated $477.2B in 2025<\/a>. \u201cWhat\u2019s also notable is that it\u2019s still in the early stages of digital transformation,\u201d Geller says. \u201cThe industry still relies heavily on manual processes, with a lot of communication being very analog and fragmented.\u201d<\/p>\n

“You could feel the energy in person; the relentless focus, the deep domain expertise, and drive to win,” Shephard adds.<\/span><\/p>\n

Over time, Pedersen began to see that Shephard and Geller were passionate about the company and his leadership. \u201cI realized, okay, there\u2019s this connection,\u201d he says. \u201cIn the way that Rachel is speaking, and the way Michael is speaking\u2026I can trust these people.\u201d<\/p>\n

\u201cWe had done a lot of work in the space before we ever came to meet the company. And then beyond that was a personal connection with Jan Inge and excitement about his level of ambition for the company and the relationship,\u201d says Geller.<\/p>\n

Geller and Pedersen are both competitive individuals, driven by the desire to be the best. \u201cI just want to win,\u201d says Pedersen. \u201cMy thing is Kabal. I spend all my time on Kabal. It’s in my head almost constantly.\u201d<\/p>\n

\u201cWe connected on this personally and talked about it at length,\u201d adds Geller. \u201cIt is a core Insight value in terms of \u2018hunger to win\u2019 as well.\u201d<\/p>\n

Insight announced a majority acquisition\u00a0in May 2023<\/a>, and Geller joined the board, joined by Shephard and Raja Atluri<\/a>.\u00a0Pedersen reinvested in the company alongside Insight, which demonstrated his confidence and conviction in the company. Having a supportive investor has been transformative for Pedersen. \u201cIt builds this extra confidence,\u201d he explains. \u201cYou have somebody with you.\u201d<\/p>\n

New acquisitions, new opportunities<\/h2>\n

Another advantage of the partnership with Insight Partners is that Pedersen is empowered to act when approached by an acquisition target. \u201cIf somebody should come with something that is fantastic\u2026I will buy it,\u201d he says. With Insight\u2019s support, Kabal has taken a proactive approach to M&A, actively identifying and pursuing companies that can help accelerate its growth.<\/p>\n

For example, Insight has helped to set up the crucial first meetings and advise on the pricing landscape. \u201cThat trust has just been built stronger over the years that we\u2019ve been together,\u201d says Pedersen. Kabal acquired Trackit Energy in 2024 and IronSight* in 2025, expanding beyond offshore drilling and cargo logistics into onshore operations and personnel logistics.<\/p>\n

“We are committed to broadening our platform with complementary solutions as impactful as the core Kabal system,” Shephard says. “When opportunities to acquire products like that emerge, we don’t hesitate to jump on a plane alongside the Kabal team and chase them down.”<\/span><\/p>\n

\u201cNow we see the total logistics as one thing,\u201d Pedersen explains. \u201cOffshore and onshore are the same customer space, with similar challenges.\u201d<\/p>\n

\u201cThese are two vital pieces of the puzzle for a complete energy logistics solution,\u201d says Geller. \u201cIt is great to see the fruits of that strategy as we scale our personnel and onshore products across the globe.\u201d<\/p>\n

“Every time we go to the track to run, we have to be number one”<\/h2>\n

Today, Kabal serves customers across the world’s leading energy hubs in 30 countries. \u201cI\u2019m always careful about saying that nobody can take our position,\u201d Pedersen says, adding that he doesn\u2019t waste energy thinking about the competition. \u201cIf you\u2019re not good enough and somebody is better than you, you will lose,\u201d he says.<\/p>\n

\n

\u201cWe have one job to do: to be the best at what we do. Every time we go to the track to run, we have to be number one.\u201d<\/em><\/p>\n<\/blockquote>\n

This passion is infectious, he says, and all his staff have caught the bug. \u201cThey can feel it, they hear it, they see it. People who work here, they notice that and it influences them into doing as good as they can.\u201d<\/p>\n

In pursuit of greatness, Kabal is increasingly powering its solutions with AI. \u201cTogether with our customers, we have access to a unique and growing dataset built from real-world operations,\u201d says Pedersen. \u201cThat data is what makes AI valuable. By applying AI to it, we can deliver smarter insights, automate complex tasks, and help customers predict and prepare for what comes next.\u201d<\/p>\n

Instead of a human deciding whether a vessel should sail or which route to take, AI can identify the most efficient route and adapt in real-time as conditions change. The quality of the underlying data is critical.<\/p>\n

\n

\u201cIf the foundation of the data put into that AI model is not right, it\u2019s worthless.\u201d<\/em><\/p>\n<\/blockquote>\n

This is why Pedersen and Kabal approach AI with some caution. \u201cIf we send a vessel that costs $10M a year to the wrong rig or without the right equipment, because the computer didn\u2019t get it right, we have a problem.\u201d<\/p>\n

“It\u2019s a platform that grows with the market”<\/h2>\n

Since Insight invested, Kabal has continued to evolve at pace. \u201cKabal isn\u2019t just a static tool. It\u2019s a platform that grows with the market,\u201d explains Geller. \u201cBy combining deep industry knowledge with meaningful support, it can ensure that customers stay ahead of where the industry is going.\u201d<\/p>\n

The energy market has seen a lot of macroeconomic headwinds in recent years, yet Kabal has thrived throughout. \u201cIt isn\u2019t that many years ago that COVID was here, oil and gas were dead, and everyone was going green,\u201d says Pedersen. \u201cAnd now we understand where we are needed\u201d<\/p>\n

The Insight team and Pedersen are united in their shared vision for the future of the company. \u201cFor Kabal, the best is yet to come,\u201d says Geller. \u201cThe culture and leadership truly stand out. When you look at the next waves of digital transformation, the pressure to reduce emissions, and the global demand for energy, we expect those needs to continue to grow. Kabal is well\u2011positioned to serve them.\u201d<\/p>\n

\u201cThe industry\u2019s been through so many ups and downs, but we find a way to adapt and move forward. As long as there is a rig operating somewhere, and it needs people, equipment, and support, Kabal will be there.\u201d<\/p>\n

\n

*Note: Insight Partners has invested in Ironsight and Kabal.<\/em><\/p>\n","protected":false},"excerpt":{"rendered":"

At age 17, Jan Inge Pedersen would ride his scooter to nearby Sandnes, about 15 minutes south of his home in Stavanger, Norway, to get his hands dirty. \u201cMy first job was cleaning oil and gas equipment,\u201d reveals the Kabal founder, who has built the go-to infrastructure for oil and gas companies. \u201cEvery morning, I\u2019d […]<\/p>\n","protected":false},"author":36,"featured_media":28093,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[21,132],"tags":[],"class_list":["post-28084","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-article","category-software-leaders","topic-stories","domain-climatetech"],"acf":[],"yoast_head":"\nCEO Jan Inge Pedersen on building Kabal into an industry-defining logistics platform | Insight Partners<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, 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