A Bold Move That Made a Difference in a Challenging Tech Lead Search
Fredman Group is a Finnish family-owned company whose products have touched nearly every household, whether people realize it or not. Known for long-standing favorites like Elmu® cling film, baking papers, foils, and coffee filters, Fredman serves both home cooks and professional kitchens.
As the company began developing its digital service business, it needed to bring in a Tech Lead, someone experienced, capable, and visionary enough to drive the next phase of growth.
The Starting Point
Fredman had already tried to find the right person on their own, without success.
“Our employer brand is strong, and recruitment is often quite straightforward. But this time, I raised my hand early and asked for help,” recalls HR Manager Sari Altonen.
The need for the role came directly from the company’s business strategy. Fredman was evolving from a traditional product company toward a more digital, service-driven business model. The new Tech Lead would take ownership of Chefstein®, Finland’s leading digital self-monitoring service for professional kitchens, used by nearly 2,000 clients nationwide.
Chefstein® helps commercial kitchens improve food safety and reduce waste, while enabling leadership teams to develop operations through real-time data.
Until then, the service had been developed with external partners. Now, Fredman wanted to strengthen its in-house expertise to define a clearer direction for Chefstein’s technical capabilities and working models.
Defining the Role Together
That’s when we stepped in. With a strong background in both IT and business, our consultant was able to define the role with precision and assess candidate potential beyond technical skills.
“In addition to technical ability, I always look for the kind of mindset that will strengthen the company culture. What pieces are already in place and what’s still missing?”
Fredman had already refined the candidate profile internally, but together we sharpened the criteria. The focus became visionary thinking, AWS expertise, and people leadership.
And in the end, there was no need for a long shortlist. The right person appeared immediately.
Boldness and Trust in Action
When our consultant met potential candidate, Jari Rantala, something clicked. We reached out to Fredman’s leadership team:
“We’ve found a gem. Should we move forward?”
The IT talent market was (and still is) highly competitive — and Fredman knew it.
“We didn’t have a comparison point, and that was a bit nerve-wracking. But we also didn’t want to overcomplicate things,” Altonen admits.
Fredman chose courage, grounded in trust to our consultant’s expertise
“We always had a mirror for our thinking and a partner who helped us make sound decisions,” says Altonen.
On the candidate’s side, the approach also stood out.
“I get a lot of copy-paste messages on LinkedIn,” says Jari Rantala. “This one was personal. They knew who they were reaching out to, what to highlight, and why I would fit the role.”
The Perfect Match
Before joining Fredman, Rantala had spent years in consultancy. Another similar role wasn’t what he was looking for.
“I was drawn to the chance to move into a product company, to take ownership, make an impact, and work close to something that matters. And good food is definitely close to my heart.”
The conversations were mutual. Fredman interviewed Rantala just as much as he interviewed them. For him, a motivating culture was non-negotiable.
After a few interviews, both sides were convinced.
“It all came together: challenge, ambition, opportunity, freedom, trust, and ownership,” Rantala says.
Normally, an executive search process involves a candidate presentation at the four-week mark. This time, it was the closing meeting.
“We needed one great candidate, and that’s exactly who we found,” Altonen concludes.
Sometimes success in recruitment isn’t about volume, but about courage.
Courage to define clearly what’s needed, and trust the process that leads there.