Consumer & Retail: An Interview with Terje Eichelmann, Amrop Estonia

Q: Before joining Amrop, you gained experience across a diverse range of industries and sectors. How has that shaped your approach today?

A: My career began in the timber industry, where I managed logistics and supply chains for more than a decade — a role that taught me the value of precision, efficiency, and resilience. I then moved into the furniture sector, expanding sales across continents and learning how to navigate cultural nuances in business. Joining Elcoteq as Key Account Manager for Airbus Defense and Space gave me exposure to high-stakes, complex client relationships, and after the company’s acquisition by French family company, I transitioned into a Business Manager role handling new business development, account management, sourcing, and NPI in Estonia. Later, I led ELTEL’s Shared Services Center, overseeing its relocation to Poland and managing M&A activities, including site sales in Latvia and Estonia. These experiences sharpened my ability to manage transformation, negotiate across cultures, and keep strategy aligned with execution.

Q: These were your first senior management roles, right?

A: Exactly — and they set the stage for what came next. I went on to lead the automotive multinational Motherson’s EUSA wireing harness division as Costing Director, giving me insight into innovation and global supply networks. I led Estonia’s largest beauty retail chain, driving New Nordic expansion strategy and operational improvements. I then helped to boost exports for a heavy machinery company specializing in street-cleaning vehicles, and I am co-founder of a deep-tech hardware startup developing advanced 3D cameras for robotics and industrial use. In 2024, I brought this growth-driven, cross-sector perspective to Amrop to help shape its future and strengthen our position in the market.

Q: One of your focus areas at Amrop is the consumer and retail sectors. Can you share more about the types of projects you’ve taken on?

A: My retail background has been particularly valuable. For example, during my time leading a beauty store chain, I worked on a Nordic expansion strategy. More recently, I’ve been advising a multinational retail group on a complex organizational design project. The company operates across many countries in New Nordics and Europe — each with its own business model. The goal is to align these structures, making the organization more efficient and growth oriented. It’s a high-stakes process, and our work ensures that later, for potential M&A, buyers understand the value they’re acquiring.

Q: That’s far beyond the scope of traditional executive search. What qualities do you think leaders in consumer and retail need most?

A: Agility is key — the ability to navigate cultural integration, anticipate post-merger challenges, and manage the balance between cost efficiency and growth opportunities. Leaders must also align team value with deal valuation, as the strength of the people often represents a significant portion of the deal’s worth. And because margins are typically slim in retail, every strategic decision needs to be smart, deliberate, and focused on long-term value creation.

Q: You recently joined the Amrop Global Consumer & Retail practice. What’s the real value of that network?

A: For me, it’s about connection and perspective. Estonia is a small market, which means we face limitations in scale and local expertise. Being part of this global practice allows me to tap into the insights of colleagues in similar markets, share best practices, and bring proven strategies home. It gives our clients access to global salary benchmarks, talent availability insights, and guidance on organizational structures that work internationally. Just as importantly, we can reach beyond the local pool to connect with expats, alumni, and global talent who may want to return — bringing with them fresh knowledge and perspectives.

Q: So the main advantage is for the clients?

A: Absolutely — but it’s also about shaping how Estonia is perceived internationally. We can show companies the value of attracting global talent and position Estonia as a place where ambitious professionals want to work. Large local businesses are increasingly aware of leadership succession challenges. Many senior leaders have been in their roles for decades, often with limited exposure to succession planning. Our role is to help them bridge that gap — combining internal leadership development with external market screening. This dual focus ensures companies are ready for the future, whether that’s through internal promotions or fresh talent from abroad.

Q: If you had to sum up your mission at Amrop in one sentence, what would it be?

A: To connect people, ideas, and opportunities across borders — helping organizations grow stronger, more agile, and more ready for what’s next.

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To find out more, reach out to Terje Eichelmann or the Global Consumer & Retail Practice members in your country!