Member Spotlight

Jan-Terje Sørlie, CEO & CTO – Guard Automation

Guard Automation is a technology-driven company specialising in industrial automation and smart solutions for the water and wastewater sector. We integrate operational technology (OT) with information technology (IT) to deliver innovative solutions that enhance critical infrastructure, reduce environmental impact, and optimise resource use.

Data is becoming central to utility operations, however, challenges remain in managing and utilising it effectively. What are the biggest obstacles to achieving truly data-driven decision-making in utilities, and how can technology help overcome them?

The biggest barrier, in my opinion, is system integration—the practical challenge of breaking down data silos and gaining access to the many valuable, existing data points often hidden behind outdated communication interfaces. This requires a combination of OT and IT expertise, a skill set that is in short supply. The difficulty often starts here because the alternative—creating entirely new data sources—leads to prohibitively high initial investments, making the business case too weak to move forward.

The second major challenge is information security. Intervening in operational technology must always follow a “safety first” approach. This encompasses both operational and information security. By embedding security measures into every solution, we provide a secure foundation that enables seamless system integration and builds trust in data-driven decision-making.

In your experience, how can water utilities benefit from closer collaboration with other sectors, such as energy, transportation, or tech?

Innovation thrives when industries, expertise, and perspectives come together. Collaboration is the foundation of progress. When water utilities partner with sectors like energy, transportation, and technology, challenges can be tackled holistically, leading to solutions that enhance efficiency, resilience, and sustainability. Instead of viewing technology as a standalone sector, we should see it as a tool that amplifies progress across industries.

Central to cross-sector collaboration is the ability to share and integrate data seamlessly. By turning data into actionable insights, utilities can optimise energy use, improve urban infrastructure, and build more sustainable systems. This approach not only enhances operations but also positions utilities as key players in addressing societal challenges like climate adaptation and resource efficiency. Collaborative platforms give water utilities access to a broader ecosystem of knowledge and tools, unlocking new possibilities for innovation and efficiency.

Direct collaboration with technology providers is equally important—whether during the product development phase to align efforts with client success, or through pilots to validate and test the technology in an operational environment.By breaking down silos across industries and within product development, we can unlock the full potential of technology.

As Guard looks to expand internationally, what are the key considerations for adapting technology across different regional needs and regulatory environments? How do you balance global ambitions with local relevance?

Each market presents unique challenges shaped by regulations, environmental conditions, and cultural practices. These challenges are opportunities to tailor our solutions locally while improving their versatility across all markets.

We prioritise adaptability and learning, designing technologies that are scalable and flexible to meet diverse regional needs. This ensures seamless integration into diverse regional contexts. For instance, scaling Treat Smart for Sweden revealed a key challenge: the unique combination of external datasets available in Norway were inaccessible, creating a gap in the model’s ability to analyse inflow patterns. By identifying alternative data sources and adapting the model, we ensured its accuracy and performance in Sweden. This process not only solved a local issue but also improved Treat Smart’s adaptability for other markets. Developing international data models like these may well be the most effective form of knowledge exchange across borders.

We also engage in initiatives like SWAN Forum, which broadens our perspective and ensures we stay aligned with global trends. Navigating diverse markets demands humility, curiosity, and a commitment to learning. These principles guide us as we expand, ensuring our technologies remain relevant and impactful across every region we serve.

Guard invests significantly in research and development. What principles guide your R&D focus, and how do you ensure that these investments drive both near-term improvements and long-term resilience?

R&D is more than innovation—it’s about shaping the future we want to see. We create solutions that provide tangible benefits today while building a foundation for long-term sustainability and resilience. Our principles are simple yet impactful: listen to our customers, innovate with purpose, and design for scalability.

We emphasise openness, portability, and flexibility to ensure our advancements benefit as many customers as possible while standing the test of time. This helps us avoid inefficiencies like customer lock-ins or other wasted efforts. In some cases, we even collaborate with competitors to deliver better outcomes for our customers, focusing on solutions that are scalable, future-proof, and widely applicable. By combining agile development with strategic foresight, we’re solving today’s problems while preparing for tomorrow’s opportunities.

As someone who has grown with Guard from a young age, what advice would you offer to the next generation of water technology leaders? What qualities do you believe are essential?

Leadership in the water industry starts with curiosity—like with every other sector. Asking “why” and “how can we do this better?” is the foundation of real innovation.

Collaboration thrives when hierarchy takes a backseat. Great leadership isn’t about having all the answers—it’s about creating an environment where every voice is valued, and unexpected perspectives spark new ideas.

Understand your product. Build the organisation around the product, not the other way around. When the product is strong, profitability, employee satisfaction, and everything else will naturally fall into place.

Finally, lead with purpose. The work we do impacts people’s lives and the environment in tangible ways. Staying connected to that bigger picture gives meaning to every innovation, every collaboration, and every decision.

As Steve Jobs said, “Management is about persuading people to do things they do not want to do, while leadership is about inspiring people to do things they never thought they could.”