You've spent your entire career managing people and companies. Purpose-driven leadership has become a hot topic lately. Has this been part of your thinking as well?
I believe many of the things being talked about today as new trends are things we’ve been trying to do at CANPACK for years. We just didn’t label them that way. Ten years ago, I asked myself: Who am I? Finding the answer was probably the biggest challenge of my life. Since then, I’ve tried to live in alignment with that realization. And we ask the same question within the company – who we are, what we do, and why.
We regularly meet with the management team to reflect on whether our vision has changed, whether we’re on the right path, and how our work is perceived by the people around us. It’s not just about business results. When people feel good at work and feel part of something meaningful, the results follow naturally. That’s why we’re trying to think differently about company culture.
For example, we once had an issue with employees smoking outside the building – half the people were bothered by it, and the other half were smokers. Instead of banning it, we approached it differently. We invited children from a local school to paint a mural of a beautiful world obscured by smoke. When our employees saw how children viewed the issue, the conversation changed. People began discussing it differently, and a natural solution emerged.
How has CANPACK’s approach to talent development evolved under your leadership?
In recent years, we’ve expanded learning and development opportunities so people can choose what fits their needs. We focus heavily on leadership, communication, and strategic thinking. We’re looking for ways to engage employees in decision-making and support their growth within the company.
You were introduced to the “Reason for Being” concept by Arthur Hunt. What are your thoughts on it?
I really like it. I don’t think it’s a question of if we implement it, but when. Companies that focus on meaningful work will not only perform better but also have more satisfied people.
So what’s your view on finding purpose in work?
Over the past few years, I’ve come to realize that if people don’t feel their work has meaning, they can’t be truly happy in it long-term. And if they’re not happy, they won’t be productive either. That’s why we’re trying to create an environment at CANPACK where people can see that their work matters – whether inside the company or beyond.
You’ve taken part in the New Gen Academy, which connects experienced managers with the younger generation. What drew you to this concept?
At first, we weren’t quite sure what the program would bring. But then we talked with Laurent Laval, the program’s founder from Arthur Hunt, about the importance of seeing leadership through different perspectives. Younger generations see the world differently, and if we really want to understand them, we have to learn how to listen.
I used to think I was listening to people, but in reality, I was just hearing them. Once you truly understand that, it changes your entire approach to leadership. Young people today have different values and views on life and work. They can show us new ways of thinking about motivation, management, or company culture.
What was your biggest “aha moment” from the program?
Probably realizing how differently generations perceive things. What we consider standard, younger people may view entirely differently. Take work-life balance, for example – we were used to starting work in the morning and leaving in the evening. For them, flexibility is key. But if you look deeper, it’s not that they want to work less – they just want to work differently, more efficiently, and with greater focus on what matters to them.
Finding the right people plays a key role in shaping company culture. How do you approach talent acquisition?
We always try to look internally first. If we have someone on the team with potential and drive, we give them a chance. If not, we turn to external specialists.
You work with Arthur Hunt on talent searches. What value has this partnership brought?
When you’re looking for top talent, you can’t just post a job ad. You need a partner who understands the market, has strong networks, and can evaluate who truly fits your company environment. Arthur Hunt doesn’t just look for candidates with the right profile but also for those whose personality aligns with our company culture. Thanks to that, we’ve been able to bring in people who are helping move the company forward.
Do you have an example of a hire who transformed the way your company works?
Yes – we were looking for a WCM (World Class Manufacturing) specialist with automotive experience, even though it wasn’t our exact field. We saw tremendous potential in one candidate. He was highly analytical, but also very approachable and people-oriented. Within a year and a half, he became our head of quality, and a year later, he moved to a regional role. He’s now 33 and one of the fastest-rising leaders in our company.
Everyone talks about “top talent,” but what does a truly exceptional leader mean to you?
For me, a great leader has drive, the ability to see the bigger picture, and the skill to work with people in a way that inspires and develops them. Humility and openness to change are also critical. I often see highly capable managers who struggle to accept feedback or admit mistakes. At CANPACK, we look for people who not only have the experience and expertise but also the desire to grow and learn constantly.
If you could give one piece of advice to someone who wants to be a successful manager today, what would it be?
I hate when people talk about “work-life balance.” Work is a part of life – not something we should separate from it. If you’re doing work that gives you purpose, you don’t need to ask how to balance it with the rest of your life – it becomes a natural part of it. So my advice is: be yourself, do things with good intent, and find something in your work that fulfills you. In the long run, that’s the only path to real success.