Two Women. One Vision. A Business Built to Last.
Lydia Knutsen Jordon and Mari Tangen on courage, people, quality, and the power of building a business your own way.
There are companies built simply to grow. And there are companies built with a purpose.
For Lydia Knutsen Jordon and Mari Tangen, founders of Lotus Total, success is not measured only by numbers. It is measured by trust, quality, satisfied customers, valued employees, and the courage to remain true to their principles.
Their partnership began through family ties, but their joint business grew on a much stronger foundation: a shared vision of creating a professional cleaning company where customers could rely on the service and employees could be proud of their workplace.
Today, Lotus Total is growing — carefully, consciously, and ambitiously.
Exclusively for the international magazine Business Woman, we spoke with Lydia and Mari about their journey, their partnership, and what it truly takes to build a business in Norway.
— How did the idea of starting a cleaning company in Norway come about? What was the main motivation?
Lydia & Mari: The idea grew from a desire to create something of our own while building a work environment based on our values. We saw a strong need for professional and reliable cleaning services, but at the same time, we saw an opportunity to do things a little differently — in terms of quality, customer service, and how employees are treated.
Our main motivation was therefore not simply to register a company, but to build something we could be proud of and develop over time.
— You come from Norway and the United Kingdom. How did you meet, and how did you decide to become business partners?
Lydia & Mari: Our husbands are cousins, and that is how we first met. Over time, it turned out that we both wanted to launch a cleaning business, and we decided to join forces. Today, we are incredibly grateful for that decision.
We have different backgrounds and experiences, but shared views on core values and the vision for the company. We complement each other well, which has become a tremendous advantage both in work and in our personal relationship.
— How did you divide the roles and responsibilities? Which strengths of each of you contribute most to your shared success?
Mari: In the very beginning, we were both involved in almost every process. Over time, the responsibilities divided naturally — based on what each of us does best and what we genuinely enjoy.
I am mostly focused on sales, marketing, and finance.
Lydia: I take responsibility for operational processes, the team, quality control, and planning.
Lydia & Mari: At the same time, we make all key decisions together. One of our greatest strengths is precisely that we are different. We often look at situations from different perspectives, which makes our decisions more well-considered and mature.
— Have you ever had disagreements regarding the company’s development or important decisions?
Lydia & Mari: Overall, we are unanimous regarding the long-term direction of development, but if two people running a joint business agreed on everything all the time, it would look unnatural.
When disagreements arise, we return to the main question: what is best for the company, customers, and employees in the long run?
We listen to each other’s arguments and try not to take things personally. Most often, the best solution emerges somewhere in the middle between our initial points of view.
— What challenges does the company face today, and what is most demanding about running a cleaning business in Norway?
Lydia & Mari: One of the biggest challenges is balancing scaling with maintaining consistent quality. As the number of clients and employees grows, the management systems and the organization itself must evolve simultaneously.
Cleaning is an industry tied directly to people. It requires clear daily planning, oversight, and flexibility.
At the same time, it is important for us to compete in a healthy way. We do not strive to be the cheapest company at any cost. Our goal is to provide high-quality, reliable service, be a responsible employer, and build a business that remains sustainable over time.
It is essential for us that clients can calmly focus on creating value in their own businesses rather than spending resources worrying about operational services that should work like clockwork by default.
— Ukrainians work in your company. What role do they play in the team and daily operations?
Lydia & Mari: Our Ukrainian employees are, first and foremost, our colleagues and an essential part of the team. They ensure daily operational performance on par with everyone else and help uphold the quality standards our clients expect.
We see them as skilled, hardworking, and open people who put their heart into what they do.
For us, it is important to see the individual and their professionalism beyond their nationality. We have people from different backgrounds working with us, and this diversity of experience and perspectives makes our company stronger.
— What do you value most in your employees from Ukraine?
Lydia & Mari: Among our Ukrainian colleagues, we have met people who demonstrate immense dedication to their work, responsibility, adaptability, and a genuine desire to do a conscientious job.
They also learn Norwegian remarkably fast, which significantly facilitates work communication.
We have tremendous respect for people who settle their lives in a new country, adapt to a new work culture, learn a language from scratch, and rebuild their daily lives all at the same time.
— Can you recall a specific story about a Ukrainian employee that made a particular impression on you?
Lydia & Mari: We do not have one single isolated story. Much of what we could emphasize, we have already shared earlier.
For us, what stands out most is the shared, systemic contribution of all our Ukrainian colleagues: their work ethic, responsibility, and genuine commitment to being a reliable part of the team.
— How do you help employees with different cultural and language backgrounds adapt? What does it mean to be a responsible employer?
Lydia & Mari: We try to build clear communication from day one and create conditions where every person feels comfortable at work. This is a universal rule for everyone at Lotus Total.
This includes quality training, clear instructions and expectations, as well as practical information on how working processes function in Norway.
When language barriers present difficulties, we as employers take responsibility for explaining things simply and accessibly, ensuring the information is understood correctly.
Being a responsible employer means respecting the team, providing decent working conditions, and openly communicating expectations.
However, responsibility is always a two-way street. From our employees, we expect the same dedication: quality, punctuality, timely communication, and professionalism.
— What is the company’s main advantage for clients? Why do they choose you?
Lydia & Mari: We are convinced that trust and a personalized approach play the decisive role.
Cleaning is an area where it is critically important for the customer to be confident: the work will be done well, on time, and with consistent quality.
If something does not go according to plan, the client should know that there is a responsible person who will resolve any issue quickly and without unnecessary friction.
We want clients to feel the attention to detail and see that we genuinely care about the final result, rather than just closing another order.
— Which priorities are key in your leadership: quality, clients, employees, reputation, or financial stability?
Lydia & Mari: We do not look at these things separately — they are inextricably linked.
When employees are respected and provided with quality training, the level of service increases. High quality yields satisfied customers. Satisfied customers build an impeccable reputation, and the company’s standing ensures stable financial results.
However, if we were to single out the core foundation, it is: people, consistency of delivery, and trust.
Without these three elements, it is impossible to build a viable business that will stand the test of time.
— What features of the Norwegian market are an advantage for you, and which are a challenge?
Lydia & Mari: A major plus in Norway is the clear legal framework and the generally high level of trust in labor and business relationships.
Companies with a serious approach have excellent opportunities to build long-term relationships with both clients and hired professionals.
At the same time, doing business in Norway comes with high operating costs and stringent regulatory requirements for employers. For small businesses, this can be a noticeable burden.
Nevertheless, we view transparent rules of the game and labor standards solely as an advantage. The main challenge here is to optimize processes so that we remain competitive while fulfilling all requirements at the highest level.
— Which business decision became decisive for you? Was there a mistake that served as a valuable lesson?
Lydia & Mari: One of the most important decisions was staying loyal to our core principles from the very beginning — even when that meant turning down certain orders.
As for mistakes — of course, they happened. It is practically impossible to build a business without mistakes.
The main lesson we learned is that growth for the sake of growth does not automatically make a company better.
You need to proactively protect profitability, your own capacity, your people, and your standard of quality.
Sometimes it is far more prudent to decline a new opportunity than to scale too quickly and compromise your own values.
— How has entrepreneurship changed you personally? What have you learned as businesswomen?
Lydia & Mari: Entrepreneurship has made us braver, more solution-oriented, and more ambitious.
We learned that you do not necessarily have to have answers to all questions before you start. You need the courage to take the first step, trust your intuition and analysis, and be ready to learn directly on the go.
It has also given us inner confidence in our own abilities.
When we recall challenges that once seemed insurmountable, but which we overcame together, it provides the resources to set even bigger goals.
As entrepreneurs, we learned to trust ourselves more, stand firmly behind our decisions, and not shy away from our ambitions.
We realized that true growth begins outside the comfort zone.
Perhaps what motivates us most is the feeling that we are still only at the beginning of the journey. We have already built a great deal, gained immense experience, and see the ultimate goal much more clearly.
That is why we look to the future with even greater excitement than on opening day.
— How do you see the future of the company?
Lydia & Mari: We certainly want to grow, but this growth must be controlled and sustainable.
Our goal is not just to become bigger. We strive to become better: in quality standards, process organization, customer service, the use of technology, and the development of our team.
We are also assessing the prospects of launching related services within our niche and expanding geographically.
In the long run, we want to see a brand with a strong reputation, lasting, loyal customers, and a team of employees who genuinely want to work with us for years to come.
— What advice would you give to women who have a business idea but are afraid to take the first step?
Lydia & Mari: Do not wait for the perfect moment — it will most likely never come.
This does not mean you should throw yourself into reckless ventures without looking. Research the market, run the numbers, consult with those who have already walked this path, and put together a realistic plan.
Yet at a certain point, you simply have to take the plunge and begin.
It is impossible to anticipate everything from day one. Most of the key lessons you will learn only in the process of working.
We made mistakes, drew conclusions, adjusted our course, and moved forward. That is an inseparable part of entrepreneurship.
The possibilities are endless.
THE MISSION OF LOTUS TOTAL
For Lydia Knutsen Jordon and Mari Tangen, Lotus Total is more than just a cleaning company.
It is a reflection of their view on how business should function: with ambition, responsibility, and respect for people.
Their story is not about becoming the biggest at any cost.
It is about becoming better without losing what matters most.
And that is perhaps the strongest lesson of their journey: the most resilient companies are built not by chasing every single client, but by having the clarity to know which opportunities deserve a “yes” and which demand a firm “no.”
Two women. One partnership. One steadfast principle:
Build with courage. Lead with purpose. Grow with trust.
LOTUS TOTAL Quality. People. Trust.
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Author: Inessa Kryvenko
Photo: provided by the Lotus Total press service