John Hellsten was replaced by Tor Nessling as General Manager in 1932. Nessling started to develop the business determinedly; the technical challenges caused by weak locally produced parts were resolved by time and the degree of domestic work could be increased. Another, persistent problem was the continuous lack of cash reserves. Nessling tried to lobby the government underlining the positive effect of domestic vehicle production, but he was not listened, and the state reduced the tolls of imported vehicles making competition more intense. The company owners did not believe in the potential of domestic vehicle industry and Nessling could obtain a large part of the shares from the funding banks for relatively cheap, eventually owning 80% of SAT. The continuous pressure and repeating setbacks did not discourage the personnel and management, who did what ever it took to solve out the challenges. Over time the technical quality was reached to a such level that SAT could convince the customers that the relatively high price of Sisu's, compared to imported vehicles, pays off due to their robustness.