Consumer & Retail: An Interview with Eelco van Eijck, Amrop Netherlands
“Deep knowledge and trusted relationships within our Practice teams ensure clients receive the right guidance, every time.”
Eelco van Eijck is Managing Partner at Amrop the Netherlands and a member of Amrop’s Global Consumer & Retail Practice. He is recognized in the Dutch and European market as one of the leading FMCG & Retail experts in executive search. Eelco combines 20 years senior management experience in the industry with over 15 years' executive search expertise. He joined Amrop as Partner in 2003 and has been Managing Partner since 2015.
We spoke with Eelco about his professional journey, the shifts shaping consumer and retail, and the distinctive leadership challenges - and opportunities - within family-owned companies.
Q: Tell us about your professional experience prior to joining the firm and how it’s helped you shape your career with the company.
A: My background isn’t in professional services. I'm a medical graduate who initially planned to work in healthcare. However, I decided to switch to business and started my career at Procter & Gamble, where I was one of the first graduates recruited into sales in the Netherlands, marking a new approach at the time. After six years, I moved to Reckitt Benckiser, first coordinating sales across Europe and the US, then becoming a sales director in Italy. Later, I became General Manager of RB’s European Private Label business, growing it from €250M to €400M in two years. I then joined PepsiCo’s snacks division in the Netherlands and Scandinavia, where I was the first GM in Germany, launching and expanding their presence there. After that, I briefly worked with a private equity-owned company before facing a health challenge that led me to shift careers.
Q: What was your next step after the recovery?
A: Post-recovery, I transitioned into search and consulting, initially part-time, which allowed me to rebuild my health and skills. I also invested in training in business development and client engagement, which helped grow my business. Over the past 20 years, I’ve developed a broad client base across the consumer goods, retail, agro, ingredients, and manufacturing sectors, mainly focusing on family-owned businesses.
Q: Since your focus at Amrop is the Consumer and retail sector, could you share an observation or two on what the greatest shifts the sector has recently experienced are?
A: In the consumer and retail sector, I’ve observed a couple of key shifts. First, many corporate clients, especially those headquartered in the Netherlands, initially relied on external headhunters. Over time, they’ve transitioned to building their own in-house recruitment teams, which marks a significant shift. Large corporates like Heineken, Philips, and others have even established their own executive search teams internally. In my earlier work, I collaborated with contacts from companies like Philips, but as these in-house functions grew, I shifted focus away from large corporates based in the Netherlands.
Second, there’s a growing emphasis on digital and data capabilities. Candidates now need strong digital skills - whether in e-commerce, data analysis, or extracting insights from consumer behavior. Leaders must understand these areas to effectively guide their teams and implement new processes. This often means updating organizational structures, replacing or retraining staff, and appointing the right expertise.
Q: You have worked extensively with family-owned businesses. What would you say are the key differences and challenges in FOBs?
A: Family-owned businesses differ significantly from private equity firms. As some say, family businesses prioritize their people, assets, and how products reach customers. Profit is important but seen as a means to sustain long-term stability. In contrast, private equity focuses solely on the P&L, especially EBITDA, often viewing managers as machines - if they don’t perform, they’re out. Family-owned companies can deliver excellent performance while maintaining strong governance and leadership, including non-family professionals. Their focus isn’t just money; they value continuity and stability.
Q: You are a member of Amrop's Consumer and Retail Practice group which brings together specialists from Amrop’s offices around the globe. Can you tell me what the main benefits are of being part of the Practice?
A: The main benefit of being part of Amrop’s Consumer and Retail Practice is the stronger relationships with colleagues worldwide. Because of our international projects, we often collaborate on searches or refer clients to one another. Knowing each other well helps ensure clients are in the right hands.
Another valuable aspect is the support we get from the group - when visiting a client, I can quickly ask the team for ideas, insights, or references that I can use in my presentations. The responses are very constructive and helpful.
Additionally, I now share a page in my presentation with photos of all the practice members, which I introduce to clients. We’ve built strong connections through regular meetings, global events, and informal gatherings, making collaboration seamless and effective.