Consumer & Retail: An Interview with Anna Bonde, Amrop Sweden

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’m a rare example of someone who’s spent 26 years in executive search and only three years in the “real world” prior to that. I launched my career in the Financial Services industry, which was not my original goal, but ultimately provided invaluable experience. Relocating to London presented an exciting opportunity to work at Bloomberg, where the international environment aligned well with my aspirations. After a couple of years, I realized that my proficiency in multiple languages could be put to better use, which motivated my move to Luxembourg in 1999. My academic background in leadership and my initial absorption with psychology helped me hone my approach and focus my business interests. I entered the search business while in Luxembourg, where I navigated various roles, balancing consultancy and entrepreneurship while focusing on serving the financial and professional services sectors.

Q: You moved back to Sweden eventually.

A: Yes, after 12 years abroad, and that’s when I joined Amrop as a Partner. Since then, I have been through both recession and financial booms from a talent acquisition perspective which enhances credibility, and I often highlight that my strength is in assessing people, a skill honed during my early years in the hospitality industry, which is, in my opinion, the best context to develop vital soft skills. This experience has shaped my ability to connect with clients and candidates alike, driving successful outcomes throughout my career.

Q: Among your key focuses at Amrop is the Consumer and Retail sector. Can you tell me a bit about the types of clients you’ve been working with and share your observations regarding the greatest shifts experienced recently within the sector? 

A: My main clients in the Consumer Retail sector are food-producing companies. My experience encompasses the entire food production spectrum, including meat, organic produce, dairy and drinks. As for the shift the sector has had to undergo: while these companies were running on full engine during the pandemic, the years that followed have been more challenging. With war and high inflation rates, supply chain disruptions, changes in consumer behavior and an increased demand for traceability, they are constantly on their toes.

Q: How does this situation relate to Amrop's work, and in what ways have you and the firm been able to assist these companies through the changes?

A: During the pandemic, we were fortunate to maintain a close relationship with our clients, as they were extremely busy and needed support to manage their operations effectively. Once the pandemic was over, the nature of demand changed. As I mentioned previously, supply chain difficulties significantly impacted the industry. The post-pandemic landscape also saw a shift in demand e.g. from retail to food services but also due to rising inflation rates. Companies had to navigate a volatile market with shortages of goods for their production.

We also see how consumer trends relate to nutrition and ESG investment which influences product development. The focus on traceability is becoming increasingly important in our market - in Scandinavian countries consumers appear to be especially demanding. For example, consumers want to know the source of even the smallest ingredients, such as the strawberries in a yogurt - who picked them and where they came from. Also, social media empowers customers to influence trends such as animal welfare, domestic food preference and vegan alternatives. There is also pressure on capital expenditures to meet the demands of new trends, which can change rapidly and require immediate action. The need to stay agile is certainly there.

Q: What, in your view, are the qualities essential for leadership positions in modern food production? What is your process of assessing whether a candidate is a good fit for a leadership position in companies in consumer and retail sectors? And what makes the retail and consumer sector appealing for the younger generation of leaders?

A: In Sweden, the retail and consumer sector is indeed fast-paced and the ability to lead through, and in, change is crucial. We are looking for analytically strong individuals who are at the same time network-oriented, strong communicators and negotiators. The consumer and retail sector offers a wealth of opportunities for younger leaders. Their technological prowess, understanding of changing consumer behaviors, commitment to sustainability, and innovative leadership styles make them invaluable assets to this industry.

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: In our practice group, we foster a sense of community where members are not only supportive but also strongly advocate for cross-border work. We have accomplished a great deal within the food production sector across various borders. We are a tight, truly international group, very responsive to each other’s needs and strong collaborators. To be part of this PG, is giving me a broad view of global Consumer retail and the knowledge sharing is an advantage. The industry group partners help me to better serve my clients - to approach and engage international talent for searches, to assess multiple selected markets for a role, to keep track of expat talent, to mine specific expertise and more.

To find out more, reach out to Anna Bonde or the Global Consumer & Retail Practice members in your country.