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The Early Days

In the mid‑1990s, Finland was hit hard by a deep recession. Jobs disappeared one after another, including in Forssa, where four engineering students—Sami Kotiniemi, Kari Vainio, Antti Aaltonen, and Jussi Tiensuu—found themselves unemployed. Something had to be done, so in the spring of 1995 they decided to establish their own company, DA‑Design Oy, to employ themselves.

“We thought we’d tinker with it while studying and then move on to real jobs,” Kotiniemi laughs.

Jussi and Antti eventually did move on to those “real jobs.” But Sami and Kari—well, in Sami’s words, they still haven’t made it there, and now 30 years have passed.

DA‑Design, today known as DA‑Group, grew from a garage operation into a multimillion‑euro technology company. In the early years, salaries couldn’t be paid at all, and the first investments in electronics design were funded with student loans.

“We lived very modestly. Back then, passion and the desire to do things mattered much more than worrying about whether this would ever pay a salary,” Kotiniemi recalls.

Kotiniemi has always had a strong vision of what the company could become. His innovative and bold thinking, combined with analytical precision and thoroughness, have been key reasons why DA‑Group looks the way it does today.

“That’s how it started. We did everything—whatever work we could find. We searched for projects everywhere. We believed we were already strong in electronics and software engineering back in vocational school, and that competence became the foundation of our business model. My own role was largely in design.”

As the recession gradually eased, Finland’s electronics giant Nokia entered the picture. Through various “Nokia derivatives,” work opportunities became available, demand for engineering expertise surged, and an economic upswing began.

“It was a major decision—whether to continue as entrepreneurs or take the easier route and accept one of the many job offers that were pouring in at the time,” Kotiniemi recalls.

“In hindsight, it certainly feels like the right choice,” he adds with a smile.

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A Roller Coaster of Growth and Crises

Gradually, the business began to grow. Over the years, DA secured increasingly significant customers, and major turning points often came from winning competitive tenders.

“We were able to offer our expertise to mobile phone manufacturer Benefon in Salo, which allowed us to take a major step forward in scaling up. We hired many new employees—it was a key milestone,” Kotiniemi says.

In 2003 and 2004, DA gained numerous new customers in the aftermath of the IT bubble. Demand was strong, the outlook seemed positive, and the company grew rapidly.

Then the global economy faltered again. Large listed companies began tightening their cost structures, effectively freezing external purchases for several quarters.

“They wanted to clean up their results to look better to investors, which meant they stopped buying externally. That hit small subcontracting offices like ours directly,” Kotiniemi explains.

Work dried up. DA had to initiate co‑operation negotiations.

“That was a tough moment for an entrepreneur.”

At that point, DA‑Design decided to change course. It became essential to find longer‑term customers and begin developing proprietary technology. Until then, virtually all expertise had been sold directly to customers, leaving nothing retained in‑house.

“That’s when we made a major shift,” Kotiniemi says. “We decided to move toward larger deliverables—we no longer sold just hourly work, but complete projects. That’s what we began to build deliberately.”

The company also started pursuing more demanding assignments, particularly within the defense industry. For the following decade, Nokia remained an important stabilizing factor, providing steady cash flow.

In 2006, DA acquired a media research business unit and began developing and selling TV audience measurement devices on international markets.
In 2007, the company strengthened its RF and microwave technology expertise by acquiring YLINEN Electronics, which also opened the door to space projects.

In 2009, DA acquired the expertise and key personnel of Laske Oy, enabling a stronger focus on defense industry solutions and expanding geographically with a new office in Tampere. There, sensor technology was developed that later formed the basis of a world‑class naval mine business sold to Forcit last year.

“In the Forssa region, it was difficult to find enough highly skilled talent. With growth, it simply made sense to have a presence elsewhere as well,” Kotiniemi notes.

In 2010, DA further strengthened its position by acquiring Tampere‑based Finnelpro, diversifying its services and cementing Tampere as part of its strategic growth.

“Growth is extremely demanding because money is spent faster than it comes in. But a company has to grow—otherwise it stagnates. From the very beginning, we’ve wanted to grow and develop. I get bored if I have to do the same dull things for too long.”

As the company grew larger and more hierarchical, Kotiniemi began to feel there were simply too many people.

“In the early days, when we were around ten, I could understand the whole situation just by walking through the office with a cup of coffee.”

Still, he accepts that a company is never the “right” size.

“There are always either too many or too few employees—but the dynamic nature of growth evens it out.”

In 2015, DA‑Group moved into Sanoma’s former premises, commissioned by Aatos Erkko. The new facilities were spacious and included a sauna, swimming pool, and gym.

“This was our biggest marketing investment—though we did also get pretty decent facilities,” Kotiniemi laughs.

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The Bankruptcy Application Crisis—and Survival

At the end of October, the situation changed dramatically: the Finnish Tax Administration filed for DA‑Group’s bankruptcy.

“That was the darkest moment in the company’s history—and it’s no secret,” Kotiniemi says.

There was a dispute between DA‑Group and the tax authority. According to the company, taxes had been paid as agreed; the authority held a different view.

“It was a Friday afternoon when I received a text message from a service provider saying the company had been declared bankrupt and that they could help. I had been an entrepreneur for 26 years and seen a lot, but I couldn’t believe it. I thought it was a bad joke.”

Soon after, a stakeholder contacted him to ask if the rumor was true. It was—the bankruptcy application had been filed. A desperate weekend followed, with the entire life’s work at stake.

“We did manage to agree on the required amount that Friday, but I couldn’t pay it anymore—the bank had already closed.”

The funds were gathered over the weekend, but uncertainty weighed heavily.

“I slept maybe four hours that entire weekend.”

On Monday morning, the tax authority withdrew the bankruptcy application. But the damage was already done. A bankruptcy entry remained in systems for six months, causing severe reputational harm and eroding customer trust.

“We were symbolically bankrupt for just a few business hours, but the effects spread like wildfire. The systems showed big red warning marks screaming ‘don’t do business with this company.’”

Suppliers would only sell goods for cash—poison for a company that depended on continuous working capital.

“We were suddenly complete outcasts, viewed as collapsed—even though from our own perspective this was just normal daily business,” Kotiniemi says with characteristic optimism.

Still, the sense of injustice was overwhelming. Twenty‑six years of work had nearly been wiped out by a single notice.

“The only thing I could do was keep going—show that we would survive. I worked even longer hours. I barely slept, and without realizing it, I was in really bad shape, running at full throttle. It went too far.”

Kotiniemi sums up his mindset when facing challenges:

“I never really fail. I either succeed—or I learn. Or, at best, both.”

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The Present and the Future

DA survived the crisis and is once again riding the crest of the technology wave. Kotiniemi attributes this largely to the right people—those willing to take risks, embrace the unknown, and tackle challenges without ready‑made answers.

“Nothing is impossible. We’ve deliberately challenged ourselves to do things no one has done before. My thinking is very solution‑oriented—I don’t ask why something can’t be done, I ask how we’ll do it.”

That mindset—constant renewal, questioning, and development—has been the fuel behind DA’s growth.

Kotiniemi looks to the future with confidence. A major success last year—the sale of naval mine technology developed together with customers over more than 20 years—marked a new chapter in DA‑Group’s 30‑year journey.

“It symbolized rising from adversity. A couple of years earlier, we were fighting through a crisis—and now we were making an offer that couldn’t be refused. It was time to exit and take a breather.”

According to Kotiniemi, DA‑Group now has all doors open.

“We have everything in place: facilities, equipment, skilled people—and a stronger financial position than ever. We can practically do anything. Now it’s about choosing wisely what products, services, and industries we want to grow next.”

And although success has already come, Kotiniemi’s gaze remains firmly on the future.

“We’ve never been in such a strong position. We’re a company that has symbolically survived bankruptcy and risen to become a leading technology company in Finland. If we don’t succeed big now—then maybe it’s time to close the doors,” he says with a smile.