Suomen Sokeri Achieved All Its Goals for Interim Leader
“We wanted an experienced external perspective. Someone to assess our opportunities, train the organization, and mentor potential future procurement managers.”
— Lasse Pirkkalainen, CFO, Suomen Sokeri
Suomen Sokeri chose interim leadership and invested in insight. The goals were clear: to analyze existing capabilities, strengthen collaboration within Finland and across the group, and identify new ways to move the business forward. The right person was found in just a couple of weeks.
During his five-month interim assignment, the appointed interim manager discovered something essential: when hiring interim leaders, it isn’t always best to look for someone whose experience perfectly mirrors the current situation.
“What really drives progress is expertise that matches not just where the company is, but where it wants to go.”
Defining the Right Goals Defines the Right Skill
Suomen Sokeri, part of the Nordzucker Group, found itself without a Procurement Manager at the turn of the year. The company had long considered the idea of bringing in an interim leader, and when the opportunity arose, it felt like a natural next step in its ongoing development journey.
At the same time, the interim period offered a valuable pause, a time to reflect on what kind of role and responsibilities would best support future growth.
An interim manager is a hands-on expert, brought in to deliver specific results. They can step in to lead a defined project, fill a temporary gap, or stabilize operations, often at short notice. In this case, the chosen interim leader was in place within weeks of starting the search.
Suomen Sokeri defined their key objectives:
- Analyze existing procurement capabilities
- Strengthen collaboration within Finland and across the group
Our executive search consultant then handpicked a shortlist of candidates. Three were invited to interviews, and the right fit became evident quickly.
The selected interim manager brought extensive experience in supply chain development. Although the industry was new to them, both sides soon realized they had much to gain from the collaboration.
Dialogue Is the Key to Success
According to recent market research, companies new to interim management often prioritize industry-specific experience. More seasoned organizations, however, know that personality and mindset are just as critical.
“The person matters most. Industry knowledge can be learned.”
The interim manager appreciated how Suomen Sokeri approached the process. They valued experience, encouraged new perspectives, and created room to operate freely within a clear framework.
“Daily operations had to run smoothly, but I was also expected to challenge assumptions and bring in fresh thinking.”
Successful interim leadership depends on ongoing dialogue. The company’s management was actively involved throughout the process.
“We met weekly with the CEO to review findings, discuss progress, and share our perspectives,” Pirkkalainen notes.
The results spoke for themselves. The right person met the right challenge. Two months into the assignment, the role expanded, and by the end of the interim period, the interim manager signed a permanent employment contract with Suomen Sokeri.
Interim Leadership Is Flexible Resource Management
Looking back, Pirkkalainen knows what he would emphasize even more next time.
“Documentation. Interim managers don’t always stay on permanently, so it’s vital to capture everything learned, implemented, and planned for others to build on.”
Both Pirkkalainen and the interim manager have only positive reflections on their first interim experience, both the model itself and the way we supported it.
“Communication, contracts, invoicing, everything went smoothly,” the interim manager says.
“In the future, I’d be keen to bring in an interim leader for major projects that come up every few years. Not all expertise needs to be kept in-house,” Pirkkalainen concludes.