UnLOCKED
Let your leader out
Unlocking Frozen Potential with Steve Challouma
What can working with some of the most culturally resonant fast-moving brands teach you about leadership? In the latest episode of Unlocked we sit down with Steve Challouma, a senior commercial leader with 30 years shaping Europe’s most iconic food brands, such as BirdsEye, Goodfellas, and Aunt Bessie’s.
Revisiting loyalty: A dynamic career in a changing landscape
When it comes to career journeys, few are as interesting as Steve’s three-decade tenure within what was technically the same business. Steve started his career in a business that actually spanned three distinct ownership models: Unilever, PE, and Nomad Foods. So in a world where frequent company moves are the norm, Steve stayed put. His story takes a slightly different path and is a testament to learning and growth through adaptation and progressing as a business went through multiple rounds of transformation.
Each ownership shift brought not only new cultural expectations but fresh commercial opportunities. These changes enabled Steve to feel as though he worked for three entirely different companies, all while deepening his relationship with iconic brands like BirdsEye, Goodfellas, and Aunt Bessie’s. Steve’s passion for the brands he’s worked on and what he terms as the “underrated purpose” of the frozen food sector has helped cement his long-standing commitment.
Stewardship: Respecting brand heritage while driving change
For Steve, working on established brands was both a privilege and a responsibility. He refers to himself and his teams as a “steward” of the brands, focusing on respecting their legacy while leaving them stronger for future generations. This philosophy created a foundation of trust and accountability, whatever role you play, your job is to honour and evolve the brand, not simply manage it.
Career inflection points: The value of breadth over speed
Rather than racing through promotions, Steve took a long-term perspective, embracing diversity of experience, sometimes even at the expense of title or immediate advancement. Critical “sliding door” moments like unexpectedly starting in sales at Unilever instead of his preferred marketing pathway turned out to be foundational, providing him with ground-level commercial insight that paid dividends in leadership roles.
He also deliberately chose roles based on the opportunity to learn from great leaders, not just on brand glitz. This commitment to the “jungle gym” rather than the “ladder” of career progression fostered deeper confidence, empathy, and business judgment.
Sales vs Marketing: Destroying the two-tribes myth
Sales and marketing are fundamentally interconnected, not separate adversaries. We all know this, yet time and time again each function is siloed. Steve advocates for what he calls the “flywheel” approach, where every function from brand building to in-store execution is part of an integrated commercial ecosystem. This breaks down traditional silos and promotes training and collaboration across teams. Steve believes that the commercial process succeeds when everyone recognises they’re on the same side, albeit with different time horizons and skill sets.
Gemba: Go where the work happens
For the best results, Steve borrows from the Japanese management philosophy: Gemba. Meaning “the real place” or “the place where the action happens.” This philosophy dictates that true problem solving and value creation can only happen through direct, first-hand observation. So, leaders must spend the physical time and collect real data.
Steve advocates for teams to genuinely spend time in each other’s worlds – to step outside their own functions and gain a more holistic understanding of how others operate. By experiencing different perspectives firsthand, teams can build greater empathy, strengthen collaboration, and develop a deeper understanding of the broader organisation.
Leadership evolution: From doing to orchestrating
As careers progress, a leader’s job shifts from being the “answer person” to fostering empowerment and orchestration. Letting go of control especially when you’re inclined to detail is uncomfortable, but necessary. Trust, collaboration, and focusing on supporting and coaching others become central as leaders move from knowledge-based authority to systems-based impact.
The power of values: Curiosity and kindness
At the heart of Steve’s approach are two core values: curiosity and kindness. Curious leaders stay relevant by constantly learning and connecting with the world beyond their desks. And kindness, isn’t just about being nice – it’s about making it psychologically safe for people to share ideas and challenges honestly, fostering a healthy and transparent workplace culture where difficult conversations can happen constructively.
Unlocked Tip: Be curious
Steve believes that curiosity is essential to staying relevant and unlocking your evolution as a leader. Leaders risk losing relevance when they stop being sharp, stop evolving, or become too internally focused. Staying externally focused and bringing the outside in, is what keeps you moving forward and removes the risk of stagnation.
Unlock your own leadership journey and listen to the full episode wherever you get your podcasts!
