Frank Schmitz
CCO – Chief Commercial Officer
What leadership capabilities are most critical for commercial leaders operating across diverse European cultures?
Effective commercial leadership across diverse European cultures requires a strong ability to understand people and adapt to different market dynamics. Leaders must recognize that customer expectations, negotiation styles, and business practices can vary significantly between markets, and these differences need to be carefully interpreted and managed.
A flexible communication style is particularly important. In some markets, a direct approach is appreciated, while in others a more nuanced and relationship-oriented style may be more effective. Leaders also need to find practical ways to navigate language barriers to ensure clarity and mutual understanding.
Ultimately, the most critical capability is aligning all stakeholders around a shared objective. When both sides work toward the same goal, cultural differences and communication challenges can be managed constructively, allowing partnerships to function effectively across markets.
Where should the commercial function challenge the organization most strongly: in strategy, processes, or people’s mindset?
The commercial function should challenge the organization primarily in how it understands and interprets the market and its retail partners. A deep understanding of customer needs, market dynamics, and retailer expectations is essential for shaping the right direction.
When this perspective is clear, it becomes easier to develop the appropriate strategy and design effective processes. Taking an overarching, holistic view of the business allows commercial leaders to connect market insights with internal decision-making.
From this foundation, the most effective strategies and processes naturally emerge, ensuring that the organization remains aligned with market realities and commercial opportunities.
How do you personally measure success as a leader? Besides numbers, of course...
Beyond financial results, I measure success through the quality of collaboration within the team and with partners. For me, this means building relationships based on trust, respect, and working together on equal footing.
When people communicate openly, support each other, and share responsibility for achieving common goals, it creates an environment where both performance and long-term partnerships can thrive. This kind of trust-based collaboration is a strong indicator that leadership is truly effective.
As you reflect on your career so far, which defining moments have shaped the leader you’ve become?
Reflecting on a long career, it is difficult to point to a single defining moment. I have been fortunate that most of the roles I have held were never just jobs, but meaningful parts of my life. Each position contributed in some way to shaping how I think, lead, and work with others.
Equally important have been the people who influenced me along the way. Both professionally and personally, several individuals passed on values that I have internalized over time. These principles strongly shape my leadership today, and they align naturally with the values of AM, which I find easy to live because they have long been part of my own mindset.
There have also been challenging situations that required careful judgment and resilience. Observing and learning from how others handled difficult moments: especially crises—helped me understand what responsible leadership requires: remaining calm, taking ownership, and focusing on solutions when it matters most.
In one sentence, what do you hope people say about your leadership after working with you?
I would hope people say that I listen carefully, remain approachable and authentic, and always focus on finding constructive solutions.