Rediscovering the Core in FMCG: A Conversation with Robin Lybeck
“A company which needs a turnaround typically has lost sight of its original core business idea and strength.”
Robin Lybeck is a business leader with more than 20 years of experience across diverse operating environments, with deep expertise in turnaround situations and international expansion. He has held senior leadership roles within global FMCG organizations such as Coca-Cola, led multi-country operations backed by private equity and listed on Nasdaq Nordic, and played a pivotal role in building partnerships and driving the strategic expansion of Celsius across the EMEA region.
In conversation with Amrop, Lybeck shares insights from his extensive career in the FMCG sector, highlighting the critical importance of understanding evolving consumer preferences, assembling the right leadership teams, and maintaining market relevance when scaling food tech brands into new geographies. He also reflects on his collaboration with members of Amrop’s Global Consumer & Retail Practice, including Stefan Ottelin in Finland and Anna Bonde in Sweden.
Stefan Ottelin is a Partner at Amrop's Helsinki office with over 25 years of experience in recruiting CXOs, board members and senior talents for general management, sales, marketing, finance, HR and line management positions. Anna Bonde is Managing Partner at Amrop's Malmö office, with over 25 years of experience in advising senior leaders, executives and boards on search and leadership services across the Consumer & Retail space.
Q: Could you talk briefly about your professional experience and how it has shaped your career journey to this point?
A: Yes, of course. Currently, I’m focusing on various board assignments and advisory roles. Most of my experience with Amrop, aside from a couple of ongoing hiring processes, comes from my previous background. I worked for a company called Celsius Holdings, an American beverage company, for a total of nine years. I headed the EMEA business, and prior to that, I worked for Coca-Cola for several years. Overall, I’ve spent about 20 years of my career in the beverage industry and have worked predominantly with consumer brands.
Q: Based on your extensive experience in the FMCG sector, what key trends are you seeing in the food tech market today, especially in relation to consumer preferences and technological advancements?
A: I have a number of observations from an FMCG perspective. I haven't been directly involved in tech, but I am involved with a couple of companies that operate on tech platforms. Broadly, the trends we’re looking at from a food and beverage perspective center around the health and wellness trend, which is very prominent. In the beverage sector, this has been ongoing for years, primarily evident through the rise of low-sugar and sugar-free alternatives. The growth of healthier options that are perceived as better for you has progressed more rapidly in Europe than in the US, but it's now a significant trend in all major markets, particularly within the beverage sector. Another key trend is the idea of personal choice. Consumers, especially the younger generation, are becoming more aware and accustomed to having the choice of what they want, which is becoming increasingly pervasive across various brands. There’s now an expectation for more personalization in products and interactions with brands compared to the past. These are some of the major trends we’re observing.
Q: What have you observed with regards to how digitization and the ubiquitousness e-commerce are affecting the directions the leaders need to take organizations?
A: It depends on the business. In the FMCG industry, most channels still rely on traditional methods, however, visibility has shifted significantly towards digital platforms. There isn't a one-size-fits-all solution. Organizations need to have digitally savvy personnel who can effectively communicate with a consumer audience in a relevant way. While TV and other traditional media are still present, the era of broadcasting and mass media advertising is evolving into a more multifaceted approach to media and consumer engagement. Therefore, it's crucial for organizations to adapt. If you're not on this path already, it's essential to start. Additionally, we must acknowledge the impact of AI on marketing and the increasing demands on organizations to understand how to utilize these new tools effectively.
Q: Does the FMCG sector require a specific leader in this field, such as a Chief AI Officer, or is it not there yet?
A: I think it’s definitely there. Many large companies already have these positions and structures in place, and they take AI very seriously. It's not just about efficiency; it's also about increasing relevance. It's about improving targeting and delivering the right message to the right people at the right time. So, it’s not solely focused on reducing work hours or increasing efficiency; it's about becoming a better company in terms of servicing your consumers. There is a need for AI leadership in every company, depending on your business. You can either have a Chief AI Officer or incorporate AI into your operations in some way, but it is essential to have it.
Q: You've successfully implemented turnaround strategies for underperforming organizations. Could you share a an example from your experience that highlights the challenges you faced and the outcomes achieved, particularly in the context of a food tech company?
A: In my experience with companies that needed a turnaround, a common issue is that they have lost sight of their original core business idea and strength. In response to this loss, they often pursue various initiatives to drive growth, which can lead to a general loss of direction and a lack of the necessary skill sets to manage the company effectively. What I find crucial in these situations is to identify what the company is truly good at now, as well as its original intent - what it set out to achieve. Understanding where the company can excel in the future is essential. The second important aspect is getting the right people on board. This starts with the CEO and management who need to be committed to the transformation process. While you may find talented individuals within the organization, it can be beneficial to bring in a few change agents from outside to help drive the change. No CEO or board member can know everything, so it's vital to build a management team where each person excels in their role, allowing the CEO to focus on providing direction and guidance rather than trying to handle every aspect themselves.
Q: What are some critical factors to consider when expanding food tech brands into new geographical markets, and how have you approached these challenges during your time leading Celsius's expansion across EMEA?
A: We come back to the notion of relevance. Even if you believe you understand your home market well, your direct relevance in other markets might differ, or you may lack it entirely. It’s essential to find a way to be relevant and attractive to consumers in those markets without losing the original DNA of your business. Secondly, you need to assemble the right team. This could involve building a team yourself or partnering with a distributor in the expansion area. That partner or distributor must be the right fit - someone who is enthusiastic and engaged in the common project you’re building together. These factors are crucial; without them, you won’t be relevant in that market, and your message may not resonate with consumers. Consequently, you won’t gain any traction. Of course, many details matter, and your budgeting needs to be realistic, but these foundational principles are where you start and will ultimately determine your success or failure.
Q: Reflecting on your collaboration with Amrop's Finnish and Swedish teams, how has our partnership contributed to your strategic initiatives, and what do you see as the most valuable aspect of working with executive search firms in scaling consumer brands?
A: I have worked with Amrop on various occasions - mostly with the Finnish office, but also with the Swedish one, which came from a recommendation from Finland. During my years in the Finnish office, I've developed a good working relationship with them. It's important to note that every company I've been involved with has followed a competitive bidding process. Amrop has always been part of that bidding process, and while not every project went to them, many did. I believe a key factor here is familiarity; when the consultant or partner you work with knows you and your team's competencies and needs, it significantly narrows down the talent pool and helps ensure a great fit. Additionally, if they are more involved with the company, they will have a better understanding of the people and culture within your organization. This understanding increases the likelihood of successful recruitment, leading to better team dynamics for whoever you’re recruiting. Based on recommendations from Finland, the representative of the Swedish office Anna Bonde was excellent and provided an equally positive experience. There was a genuine interest in understanding both the company and the individuals involved, which resulted in a very effective recruitment process and two successful outcomes. I would gladly work with both offices again. It's crucial to build a strong relationship with the agency, so that there is more than just a superficial understanding of the personal and business dynamics that drive your company and are essential for building a functioning team.