Hannes Wengle is the Deputy Chief Procurement Officer at Selecta, a leading food technology and vending specialist headquartered in Switzerland. Hannes leads and drives the performance of 16 local Procurement departments across Europe while fostering high-level global interactions with A-brand suppliers.

In this interview, Hannes discusses the evolution of the Procurement function, along with the technical fundamentals, interpersonal skills, and mindset required to excel.

He also shares an insight into Selecta’s sustainability initiatives, the challenges ahead, and his approach to developing innovative and diverse teams.

What advice would you give to somebody starting in Procurement today?

Procurement has transformed dramatically over the past decade, evolving from a back-office cost-saving function into a strategic enabler of organizational success. Today, Procurement plays a critical role in ensuring competitiveness, sustainability, resilience, and adaptability in fast-changing environments. Supplier relationships have also shifted, focusing less on cost-cutting and more on building long-term, value-driven partnerships. With its growing influence, Procurement now offers exciting opportunities for growth and innovation, making it a compelling career choice.

For those considering starting in Procurement, a strong educational foundation is essential. The complexity of the field demands higher education - studying Economics is particularly relevant, though I’ve also seen professionals with Psychology backgrounds excel in Procurement.

Beyond academics, mastering the technical fundamentals is crucial: selecting suppliers, negotiating contracts, analyzing costs, and understanding industry dynamics. These are skills that can be taught and developed over time.

What’s harder to teach, however, is personality. Successful Procurement professionals are analytical, adaptable, and excellent communicators. They balance deep dives into data with high-pressure negotiations, thriving in the duality of precision and unpredictability. If this mix of technical mastery and interpersonal skills excites you, Procurement can be a highly rewarding career. But, if such contrasts feel overwhelming, it’s worth reflecting carefully before diving in.

What strategies do you use for developing innovative and diverse teams?

The most important factor in developing innovative and diverse teams is attracting the right people while actively minimizing biases during the hiring process. In my view, affinity bias is particularly critical to address, as it leads to overestimating candidates with similar backgrounds or interests. This bias can hinder diversity and innovation from the outset. Building a broad talent pool that includes individuals from diverse backgrounds, ethnicities, and experiences is essential to create a foundation for success.

However, recruitment is only part of the equation. Retaining top talent requires creating an environment where people can thrive. This means fostering a culture of continuous learning, development, and empowerment. While general theories about enrichment and empowerment are valuable, I believe the approach must always be tailored. Each individual has unique needs, and what motivates one person might not resonate with another. Leaders must deeply understand their teams, adapting to their dynamics and individual preferences.

By providing a positive, supportive environment where everyone feels valued and appreciated, leaders can not only enhance productivity but also build a sense of belonging. This reduces employee turnover and ensures the team remains engaged, innovative, and diverse.

What is the most unexpected lesson you have learned in your career so far?

In fact, I’d say the unexpected is the rule, not the exception. "Expect the unexpected" is a mindset that makes perfect sense when working in Procurement. Let me share a few examples:

• People and relationships matter more than processes. We tend to overestimate the importance of processes. During times of change, like the COVID-19 pandemic, a perfect process won’t secure your supply chain, but strong, trusted relationships with suppliers will.
• The value of frontline contact. It's easy to assume we know better from our positions high up in the company. What has always been inspiring, though, is regular communication with frontline workers. Their insights often bring fresh perspectives that help solve problems.
• The courage to simplify. We often feel that complexity is a necessity. What I’ve learned, however, is that a simpler approach can often be just as effective and much easier to implement.
• Rethinking the established. It’s common to overvalue existing practices, but I’ve found that challenging legacy processes and sometimes disrupting established ways of working can lead to remarkable improvements.

Starting out in Procurement can be tough, especially when you’re new to the field. It’s not easy to challenge the status quo when you’re just starting. Newcomers often bring fresh ideas and mindsets that can be incredibly valuable. They might see areas for improvement that have gone unnoticed by others who’ve been entrenched in the same way of doing things for years. It’s important to remember that just because something has worked for the last decade doesn’t mean it couldn’t work better with a new approach.

These lessons have been key to my growth in Procurement. It’s about staying open to change, learning from others, and having the courage to question and improve processes. That mindset has shaped my career and continues to drive me forward.

What risks have you taken throughout your career and how did they help you get to the level you are at?

Throughout my career, I’ve taken several risks that have helped shape my approach and contributed to my success. One of the earliest risks I took was shifting my perspective on supplier relationships. I recognized that long-term partnerships with suppliers create far more value than simply negotiating price and quality or switching suppliers every year. At the time, the value of flexibility wasn’t as clear as the benefits of these strategic partnerships. This perspective was not always appreciated, and I faced opposition, but I stood firm, despite some doubts. In hindsight, that decision proved valuable, particularly when securing the supply chain in unforeseen situations.

Another risk I took was challenging legacy processes. While I always carefully assess whether change is worth the resistance and potential risks, in most cases, it has paid off. I’ve encouraged stakeholders to question the status quo, asking, “Why is this done the way it is?” This simple question often sparks innovation and drives efficiency.

More recently, embracing data-driven decision-making has been a significant shift in my career. The rise of big data and AI presents challenges but also huge opportunities. For example, defining assortments using data within seconds, rather than relying on opinions or gut instinct, was initially daunting. However, I view this as an opportunity, provided we balance technology with human insight. It’s essential to maintain a man-in-the-loop approach, ensuring that decisions are not driven solely by historical data but by a combination of both data and expertise.

What are the key challenges Selecta faces around sustainability?

Carbon accounting is undoubtedly a significant challenge in our sustainability efforts. We are constantly navigating evolving regulations and staying ahead of trends in carbon commitments and sustainability reporting frameworks. Carbon reduction remains a critical focus, requiring substantial resources: financial investment, skilled expertise, and well-established processes that meet the standards of our leading clients.

Another challenge is staying at the forefront of sustainability innovation. Initiatives like sustainability-as-a-service and Selecta Eco Joy have been steps in the right direction, but we must continue exploring new approaches to ensure we remain ahead of the curve. The goal is not just compliance but creating long-term, unique value for our clients.

The entire ESG (Environmental, Social, and Governance) landscape is becoming more critical than ever, particularly within Procurement. As laws tighten, the role of Procurement professionals in driving ESG initiatives will continue to grow, and it’s no longer just an option - it’s a requirement. Procurement must take the lead in these areas, ensuring that sustainability is embedded into every aspect of the procurement process. This is a key area where Procurement can have a direct impact on both compliance and business value. As ESG becomes a central argument for sales and business success, it’s crucial that Procurement is fully aligned and proactive in embracing these responsibilities.

Personally, I have a strong passion for sustainability, and I firmly believe that Procurement is in a unique position to drive meaningful change in this space.

What are the current recruitment challenges that you face?

Attracting top talent is one of the key challenges we face today. It requires a deep understanding of what the younger generation seeks from an employer and a company.

Salary is no longer the sole focus - it’s no longer about just negotiating a number. Instead, candidates today are more interested in flexibility, such as reducing their workload, working from different locations, and achieving a better work-life balance. While salary remains important to cover basic needs, the primary conversations now center around finding meaningful work and a clear sense of purpose in their roles. The company’s mission and values must align with the expectations of this emerging workforce.

Providing clear opportunities for career growth and professional development is also crucial. This can include access to training programs, mentorship, and well-defined career progression pathways. In addition, flexibility in work arrangements has become a significant priority, with top talent placing high value on flexible schedules that allow them to balance personal and professional commitments. Furthermore, having a strong employer brand is essential. Effectively communicating the company’s values, culture, and opportunities positions the organization as an employer of choice for talented individuals.

What advice would you give to someone moving to Switzerland?

Rule number one – you need to love chocolate and cheese! As a Swiss native who has lived and worked abroad in various countries, I’ve experienced many cultures and believe the key to thriving in Switzerland is to understand and appreciate its positives.

Switzerland is clean, well-organized, structured, efficient, and safe. Contrary to some stereotypes, it’s also open to new experiences and people.

Most Swiss people speak excellent English, which helps ease communication. However, it’s important to earn this openness by respecting local cultural norms. Swiss culture values punctuality, privacy, organization, and adherence to rules. Embracing these aspects will help you integrate more smoothly.

In my view, Switzerland is a wonderful country for you and your loved ones, offering a high quality of life and a welcoming environment for those who appreciate its unique charm.

Thank you to Hannes for speaking to George Weemes, Associate Director in our Procurement & Supply Chain recruitment team in Switzerland.

Views and opinions contained within our Executive Interviews are those of the interviewee and not views shared by EMEA Recruitment.