Consumer & Retail: An Interview with Stefan Ottelin, Amrop Finland

Q: Can you talk a little about your professional experience prior to joining the firm and how it’s helped you shape your career with the company?

A: I studied economics at the Hanken School of Economics in Helsinki and, towards the end of my studies while writing my master’s thesis, I found an opportunity with a recruitment company in Helsinki that was looking for a part-time researcher. I was intrigued by the executive search field, applied for the position, and was fortunate to be hired. I began my career as a part-time researcher in 1997. Throughout my career, I have been involved in recruitment and executive search. After working part-time for a year, I secured a full-time position in 1998 upon graduating from university, where I stayed for nearly 13 years. In 2011, I joined Amrop's Helsinki office.

Q: What made you decide to join Amrop?

A: There were several reasons. First of all, I appreciated Amrop's unified brand presence across all the countries where it operates. My former employer had a dual brand strategy, which complicated interactions with international clients; this was a significant point of concern for me. Secondly, Amrop focuses on C-level and senior executive search projects, which aligns with my desire to work closely with management teams rather than just in middle management or specialist roles. And finally, Amrop operates with all partners as equal equity owners. Although I had a small stake in my previous company, it was minimal compared to the equal shares we all hold at Amrop. This structure fostered a sense of collaboration and unity from the very start. I've truly enjoyed my career at Amrop - while our company has evolved and there are new faces today, I am proud to be one of the longest-serving members in the Helsinki office, which has demonstrated impressive growth over the years.

Q: Your focus at Amrop is the Consumer and retail sector. Can you tell me a bit about how your specialization began and the types of clients you’ve been working with?

A: Throughout my career, I have worked extensively with consumer and retail clients. Early on, I realized that because everyone needs food and beverages, I was particularly drawn to assignments in this sector. I began collaborating with consumer retail clients in the late-1990s and have since engaged with several companies in both the food and non-food sectors, including cosmetics, household goods and DIY products. I've also worked in consumer foodservices, which has been equally fascinating. Over the years, I have taken on various assignments, but my main focus has been with food and beverage companies. Despite Finland being a small country, we have a few large food production companies, as well as many international players with their own sales and commercial offices here. I have always primarily worked in commercial roles, focusing on country managers and marketing and sales directors. I also have experience in finance, working with various financial business partners, as well as in supply chain management within the retail and consumer goods sectors.

Q: Can you share your observations as to what the greatest shifts the sector has recently experienced are? 

A: The most significant change in the retail landscape has been the rise of digital technology, particularly e-commerce and omnichannel strategies. The impact of artificial intelligence and data-driven approaches is also noteworthy. In Finland, the grocery retail market has remained relatively stable dominated still mainly by two large players, Kesko and S Group. However, the notable shift has been in how consumers shop. Younger consumers, for instance, increasingly prefer to shop online using their mobile phones rather than visiting physical stores. For example, my daughter frequently purchases clothing online; she tries them on at home and returns what doesn’t fit. It’s become a part of her daily routine to pick up e-commerce orders. This trend highlights the growing importance of digital channels in retail.

Q: How, would you say, have these changes impacted your work, particularly when it comes to talent search for leadership positions within the sector? In what ways do you think these developments are influencing leadership strategies and perspectives?

A: I would say that while leadership qualities remain fundamentally the same as in the past, there is now greater emphasis on being digitally and technologically savvy. Leaders need to understand how customers think and behave in today's market. Modern marketing heavily relies on social media, which represents one of the most significant changes in the field. Additionally, companies now have access to various tools that allow them to gather extensive data. This shift has led to data-driven decision-making, enabling companies to identify potential customers who show interest in their products and tailor their marketing efforts accordingly. Overall, marketing has become much more data focused.

Q: So, the candidates you are searching for now require a stronger technological background or more expertise in tech-related fields?

A: I believe that's definitely the case. Other than that, consumers today are increasingly concerned about the sustainability of the products they purchase, emphasizing the significance of social responsibility. This shift in consumer mindset raises questions about consumption habits - whether we always need to buy new items, such as plastic products, or if we can consider alternatives like using existing furniture. Producers often encourage continuous consumption, but it's essential for both consumers and companies to reflect on environmental impacts and incorporate sustainable practices into their decision-making processes.

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: Being part of an international network is a significant advantage. We often receive assignments from international companies, and it’s common for colleagues at Amrop in other countries to have prior experience with these clients. This connection allows them to bring valuable insights and facilitate business opportunities in Finland. Conversely, I have exported business opportunities to my colleagues in other countries. We typically hold monthly calls with our colleagues within the practice, where we exchange ideas and gain fresh perspectives on how to approach various situations. These discussions often lead to innovative strategies or potential contacts that can enhance our work.

In many of our assignments in the Nordics, we collaborate on searches for candidates across multiple markets – this teamwork allows us to help one another and find the best candidates for our projects. Overall, it enhances our ability to serve clients effectively.

To find out more, reach out to Stefan Ottelin or the Global Consumer & Retail Practice members in your country!