Victoria Hampstead discusses change, navigating challenges and the importance of finding passion in your work.
For Victoria Hampstead, a senior cluster manager for northern Europe and the regional sustainability manager Europe at Henkel, no two days are the same.
“Like many working mothers, most days begin with the pandemonium of getting three young children ready and out for school,” she said. “It’s not easy but with smart planning, clear priorities and flexibility, it’s possible to balance family and career, especially when you work for a company that supports work-life balance.”
Typically she is in the office by 9am and the day that follows can bring meetings, collaboration with colleagues on a range of complex topics and a continued focus on prioritised work and delegation. By 5:30pm she aims to be home to spend time with her family in a present way, considering our always on world.
With this in mind, for Hampstead, to be productive and successful in the wider chemical and consumer goods space, professionals should embrace change, constantly upskill and strive for a healthy work-life balance.
How does your role feed into the wider sector?
That can sometimes seem a daunting question because Henkel operates in so many sectors. For me, it’s about focusing on the steps necessary for Henkel to become a global leader. It’s also about supporting my team to inspire change in setting ambitious goals for our business and driving innovation, potentially setting the standard for others.
I have been able to pilot various projects in the UK, before scaling up and introducing them to global teams, which supports our net zero transition and demonstrates our company value of truly being pioneers for the good of generations to come.
What are you currently working on and how might it impact the industry?
‘Change comes from within.’ We at Henkel are committed to our goals and that starts with improving our own footprint. I’m leading a global project focusing on reducing waste from our top offices around the world. The long-term strategy I created has the aim of making sure we’re doing things sustainably everywhere, from how we create, buy or use energy, waste and water, to the softer but equally important topics around raising awareness and upskilling.
Henkel has a strong history in sustainability and these initiatives can demonstrate action and tangible impact. My hope would be that we’re inspiring and influencing broader adoption across the whole industry.
What skills do you use on a daily basis and are any surprising?
Nudge theory and a good sense of humour go a long way. Beyond the necessary expectations of strategic thinking, leadership and problem-solving, I find immense fulfilment in something close to my heart – mentoring and advocating for others, it’s a genuine passion for me.
Another skill that has become surprisingly vital and perhaps less expected is the art of gently bringing people around to an idea and uniting different groups. Earlier in my career, things often felt more about following processes. But now, it’s all about inspiring and influencing colleagues to embrace change. This often means taking complex topics and transforming them into visions that truly resonate and connect with everyone.
What challenges have you come across in the industry and how are they overcome?
I have had a varied career journey here at Henkel that began straight out of education, at a junior level. I’ve always embraced learning, personal development and new opportunities. I learned early on just how important it is to earn influence and lead by example if you want to make a real difference in more traditional industries. One thing that’s been a persistent, yet rewarding, challenge is making change happen quickly across such a large global company.
Being flexible and resilient have been key. There have been setbacks and frustrations at times, but I’ve overcome them by always asking questions to understand other perspectives and learning more. This helped me build stronger cases for change, in the case of sustainability demonstrating clear return on investment. I also created and led a sustainability council for the UK and Ireland, putting a lot of effort into encouraging new ideas and working closely across different teams, empowering new approaches and gaining vital buy-in.
Are there any productivity strategies or tips that you have found particularly helpful?
My top tip would be smart delegation and genuinely empowering teams. It’s about building strong relationships so you can trust direct reports with ownership and decision-making, particularly in diverse international teams. It allows time to focus on priorities, but also fosters skill development within the team, ultimately building a more resilient and capable workforce.
It’s impossible to talk about productivity strategies without mentioning the use of AI. I can see our teams leveraging AI for enhanced data analysis and automating routine tasks, to free up time on manual tasks, allowing us to dedicate our focus to innovation and ultimately improving project efficiency and impact.
How has your role changed as the sector has grown and evolved?
It’s incredible to look back at how my roles have shifted over my 23 years at Henkel. It really mirrors the evolution we’ve seen across the chemical and consumer goods sector alongside the societal and political priorities. And the different focuses businesses have today on topics important to me such as sustainability, DEI and employee health and wellbeing.
The most significant transformation has been the focused shift to purpose-driven business, with sustainability now a strategic priority. This is where my role truly blossomed. What historically in businesses started as risk mitigation evolved into actively championing innovative solutions and driving positive change, it’s about proactively shaping a more sustainable future. This has demanded a much more strategic, collaborative and empathetic approach to leadership.
Is there anything you know now about working in the sector that you wish you knew starting out?
One of the most important insights I’ve gained while working in this sector is just how much consumers drive innovation. Being in a sustainability-focused role, I’ve come to really value the process of listening to our customers – understanding what they care about and how we can help meet those needs in a more sustainable way.
What’s been particularly eye-opening is seeing the range of innovation happening at Henkel. From breakthroughs in battery technology for electric vehicles to smart packaging solutions that reduce waste and improve recyclability, there’s so much happening behind the scenes that aligns closely with sustainability goals. It’s been incredibly rewarding to learn more about this side of the business and my respect for the depth of innovation across teams has only grown during my time here.
What advice do you have for others looking to follow a similar career path?
I’d sum up my advice into three key areas.
Firstly, be a lifelong learner and genuinely embrace change. Stay curious about new tech and trends, especially how sustainability is evolving. Be ready to pivot and always question how things are done.
Secondly, prioritise building strong, genuine relationships and networks. Success relies on teamwork, so invest in connections across departments, regions and outside the company.
Lastly, but most important to me, is to find your ‘why’ and drive impact with purpose. Figure out what truly motivates you, like Henkel’s purpose of ‘pioneers for good’ aligning with my own values of giving back, is crucial. Passionate, purpose-driven leaders can inspire, creating meaningful change and lasting value.
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