Inspiring the Next Generation of Female C-Suite Leaders – Interview with Åsa Lautenberg

To celebrate International Women’s Day, Pacific International is amplifying the voices of female C-suite executives who champion inclusive leadership and advocate for the advancement of women in business. Through their stories, we explore the career journeys, pivotal moments, and defining challenges that shaped their success. By highlighting the allies and mentors who supported them and the lessons they’ve learned, we aim to inspire, empower, and accelerate the next generation of female leaders on their path to the C-suite.

Over the coming weeks, we will share interviews with female leaders from every corner of the world. We are starting the series with Åsa Lautenberg, most recently Chief People Officer at Wittur Group. In a deeply personal conversation with Margaret Jaouadi, Åsa describes her unconventional journey to the C-suite, highlighting the pivotal moments, challenges, and strategic decisions that shaped her career. She shares candid insights on what it takes to succeed at the highest levels and discusses the realities of being a female leader.

Åsa highlights the importance of choosing the right workplace and mentors and her commitment to supporting the next generation of women in leadership. Her story is one of resilience, authenticity, and the belief that while the path is not easy, it is possible and gratifying. It’s a highly recommended read!

Margaret Jaouadi
Can you describe your career journey and highlight the key steps that led to your current C-Suite position?

Åsa Lautenberg
Lufthansa Group shaped me both as a professional and as a leader. I spent my first 15 working years in the Lufthansa Group, with my last role being responsible for corporate HR policies across the Group, reporting to the Group Executive Board. The content of the work was strategic, impactful, and exciting. Still, as is often the case with large corporations, the way of working and making decisions is often too slow and bureaucratic. I was responsible for HR policies for 120,000 employees across the Lufthansa Group, but I increasingly felt disconnected from the people my work was meant to serve and their realities. That and the realization that only so much change one person can authentically initiate convinced me that my job at Lufthansa was done and allowed me to decide to leave on my terms.

Looking back, I’m incredibly grateful for my time there. Lufthansa was an exceptional learning ground with sophisticated, often state-of-the-art HR practices, strong leadership culture, and well-established talent management tools. It set the foundation for my career.

My journey to Lufthansa was unconventional. I’m Swedish, and my husband is South African. We met in a German language course, and life took us between Germany and South Africa. While completing my studies, I spent time in South Africa, where I wrote my master’s thesis on the impact of post-Apartheid policies on HR practices, focusing on affirmative action. After returning to Germany and finishing my degree, I began job hunting while already a mother of two small kids.

A couple of university friends working at Lufthansa Cargo referred me to the hiring manager there, and that connection helped me land my first role. Once I joined, I never looked back.

I did a 3-year project secondment at Amadeus, after which I returned to LSG Sky Chefs, a Lufthansa subsidiary, where I truly found my professional “home.” LSG was highly international, serving airlines worldwide. It was dynamic and full of opportunities for those willing to take responsibility. That’s where I thrived.

One of my first major projects was solving the pipeline issue for general managers in our global kitchens. I was quickly allowed to develop a concept, recruit ten candidates, and create a three-year program across different locations. The pace was exhilarating, and within months, I was responsible for the (in my eyes, huge) budget, having only weeks to find candidates worldwide. That high-trust, high-autonomy environment brought out the best in me and shaped me for my professional future.

I guess it was apparent to decision-makers in the company how much fun I was having and how I didn’t shy away from taking on ownership. When Lufthansa Airlines recruited my boss to lead leadership development, I was asked to step into her role. I was the youngest and newest on the team, and only 8 months at the company . That became my first leadership position, overseeing the top 120 executives and their talent pipeline globally.

I spent 6.5 years in that role, working closely with the Executive Board. I travelled 60–70% of the time, which was demanding with young children, but we managed with an au pair at home. The experience was invaluable. I sat in on global strategy meetings and facilitated conversations about aligning leadership capabilities and organizational structure with business goals. Strategic, high-impact HR work cemented my belief that HR should be a value driver, not just a compliance function.

That approach, understanding business challenges and providing real solutions, has guided me throughout my career.

Margaret Jaouadi
Having worked closely with the C-suite and the Executive Board, I can only presume that taking that next step felt natural.

Åsa Lautenberg
I never doubted my abilities, but at that moment, I was also not actively steering my career in that direction. I loved my job and had enough on my hands, balancing doing it well and still being a present and involved mother to my two sons, Rick and Adam, growing up. Joining LSG’s leadership team was a big deal, and it caught me somewhat by surprise, to be honest. Even after passing the leadership assessment, the psychologists advised me: “You’re highly driven, but also hold yourself to high expectations as a mother. Balancing both will be a challenge.” Their words stuck with me.

My career progressed quickly. At Lufthansa Group, I regularly attended groupwide committees on leadership development, representing LSG Sky Chefs among my peers from the other subsidiaries. I found myself intrigued by the inspiring yet somewhat academic corporate discussions but also frustrated by the complexity and slow decision-making of the Group.

Then, one day, a whirlwind named Bettina Volkens, soon-to-be our new Group CHRO, burst into a meeting, and it was clear that things were about to change. She somehow noticed me, and before I knew it, her secretary called: “Bettina wants to meet.” When we spoke, she insisted, “I need you at headquarters.” I initially resisted, saying I didn’t feel I would fit in well, but she was persistent, and I eventually said yes.

I moved to head up Talent Management for the Group, and within seven months, a reorganization created a Corporate HR role covering talent management, compensation, and benefits, HR Strategy and diversity, and a role reporting to the executive board. Encouraged to apply, I did the assessment and ultimately landed the position. The role was intense. The CEO, CHRO, and CFO were all new, and change was constant. I pushed transformation, and while I had a lot of supporters and change agents helping and cheering me on, Lufthansa’s political, alliance-driven culture often made progress slow and frustrated me. I was young and idealistic and frequently resisted playing the game, preferring to work independently. I probably would have behaved somewhat differently today.

After nearly five years and a record number of board approvals, I started feeling that the organization had had enough of my fierce “shaking of the tree”. The time had come to step away and let someone from within the system provide the support now needed to make the changes stick and become habits. One moment crystallized my frustration: I was called out to receive my 15th work anniversary pin. This recognition perfectly reflected the traditional and hierarchical culture, where tenure stands above actual achievement. The following Monday, I informed my boss of my intention to leave. After protracted negotiations, a handover, and a memorable farewell party, my chapter with Lufthansa was closed.

Without a new role, I started searching, knowing I wanted to be closer to people and have full end-to-end responsibility. That’s when I found Samson, a hidden gem, a global manufacturing company with 5,000 employees. They needed a strong, authentic HR leader after some complex leadership changes. The learning curve was steep, but I built a strong HR function and did some of the HR work I’m most proud of due to having built an excellent working relationship with the works council and the leadership team.

I loved finally having direct contact with all the people in the company again, and one of my proudest moments was addressing a 16% sick leave rate in production. Instead of threatening to change the policies, the Head of Production and I cleared our calendars for one day and spoke to our workers in person about trust and responsibility, about give and take. Within a week, the sick leave rate dropped way below 10%. Seeing real, immediate impact was incredibly rewarding.

Though I loved Samson, I was presented with the opportunity of my first executive board role at Viessmann, and what promised to be a most exciting career move turned out to be my biggest challenge. Viessmann, a family-owned company, struggled to pivot from oil and gas heating to heat pumps. The young, third-generation CEO knew change was necessary, but internal resistance and Corona stalled fundamental transformation. I fought for the company’s future, but bold moves were not integral to the company’s DNA, and I felt a lack of trust in my ability and freedom to act. I again chose to leave, sensing they couldn’t change and adapt in time. It was a complex and painful decision, as it felt like I had failed in my ambition for myself and my career, Viessmann, and its employees. Viessmann, a big name in Germany and a significant influencer in the economy, eventually sold to Carrier for €12 billion, retaining its name and now investing in sustainability.

Margaret Jaouadi  
Tell me about your first C-suite role.

Åsa Lautenberg  
I joined the Viessmann board in November, and COVID-19 hit by March. We were in absolute crisis mode for more than 6 months. Suddenly, I had to make significant business decisions beyond HR while running an HR function, pushing for innovation and transformation. Honestly, that was a big step, and I felt like I couldn’t get up and run things as fast as needed. Without COVID-19, I could have reshaped my HR team to take control and define the function more effectively; however, given the uncertainty of the time and a hiring freeze for the first year, this proved impossible. It was a tough time for me, and it was the first time in my career that I doubted my ability to perform to my standards.

At the same time,  I loved the broadness of my role and the clear connection between the HR work and the overall business challenges. I can no longer imagine not doing this; it was a key driver in my decision to take on a private equity challenge. I’ve always strived to add value to companies in my HR roles. At Viessmann and Wittur Group, I saw how understanding strategic challenges promotes focus on what drives impact. I can now more clearly appreciate how my work influences company value.

I’ve also learned what I believe to be the drivers of value creation in HR, namely: A leadership team that works together, not in silos; A highly engaged workforce and open communication; A diverse and inclusive leadership team. Results follow when one focuses on the right aspects.

Margaret Jaouadi
What I took away from this is that even though new opportunities often come knocking on your door, you were clear on what didn’t work for you. And that, in itself, is half the success. Knowing what you don’t want gives you a clear direction.

Åsa Lautenberg  
I think you’re right, even if it didn’t always feel that clear. Looking back, it’s not just that working in specific environments made me unhappy. But beyond that, I also wasn’t as efficient or proud of my work in those situations and environments as in my other roles. So it’s not just about ego or feeling good; it’s about understanding yourself and how you work best.

Margaret Jaouadi  
What was the most pivotal moment or decision in your career that significantly impacted your path to leadership?

Åsa Lautenberg
I think the most challenging was deciding to leave a position. These weren’t easy decisions, and even if I felt very sure about it, in my heart,  I always worried about what others would think, how the market would react, etc. Ultimately, it helped me stay independent, reflect on my strengths and weaknesses, and be more efficient in selecting the environment where I could thrive.

Margaret Jaouadi  
Who were your career’s most influential allies or mentors, and how did they support your growth and advancement?

Åsa Lautenberg
Looking back, every leader I’ve worked for has impacted me significantly. I’ve never had a leader who didn’t care. Some were amazing, and many still support me today and advocate for me behind the scenes. They’ve become friends and have never stopped promoting me; to this day, they keep providing me with opportunities. Even the more challenging relationships taught me much; without them, I wouldn’t be where I am. I’m confident in my path and plan to drive my career forward. I’m thankful for every leader I’ve had, as they all played a role in getting to this point.

Margaret Jaouadi
As a woman in leadership, what unique challenges that you face, and how did you overcome them? Has it ever been an issue that you are a female leader?

Åsa Lautenberg
As a woman in leadership, I didn’t feel it was a problem until I joined an executive board. Before that, being a woman, mostly young for my role, and Swedish worked in my favor. I was a bit different, less formal, and had a sense of humor, which was refreshing, especially in Germany, where that’s less common. When I left LSG Skychefs, the CEO gave a speech describing me as a “jester in the king’s court.” I didn’t like that then, but it made sense. I was very close to the team, trusted, and always present. I could speak the truth in a way that didn’t feel threatening.

Over time, I realized there was some truth in it. I  worked closely with the executive board and was the one who could give honest feedback, which made a difference. However, once you are part of the board, that dynamic changes, and you become one of them.

Having women on boards forces change. We bring a different perspective and reasoning, which can help bring deeper discussions, better decisions, and more innovation. Still, it can also be uncomfortable for well-aligned men who are used to their ways. It challenges them, and that’s often why women on boards struggle to stay or are let go quickly. Diversity is valuable, but it needs room to breathe and bring real value before it can profoundly change how things are done.

The biggest challenge is finding a way to fit into existing dynamics AND staying true to yourself and your value. You need to pick your battles wisely. Too many less significant conflicts reduce impact, build resistance, and prompt fault finding, and faults can always be found. Change is uncomfortable, and the first woman on a board is a significant shift that can lead to resistance. But if you stay true to your values and only challenge when you can add value, you can and will make a difference.

Margaret Jaouadi  
What advice would you give to other female leaders aspiring to reach the C-Suite?

Åsa Lautenberg  

Your question ties back to what I mentioned above, with one crucial addition, something I always emphasize, even though it’s often controversial. More than anyone, women need to be intentional about who they work for. When you reach the C-suite, it’s not just about a company choosing you; you are also choosing them. You have to reflect on what kind of leader you can work for/executive board you can work with and make that choice carefully.

The same applies to choosing a partner, by the way. While things may be different in the UK, in many places, it’s still common for men to have the freedom to prioritize their careers while women take on most of the responsibilities at home. That dynamic makes it nearly impossible to sustain a high-level career without burning out. If you want a successful career, you need a partner who fully supports that—who will take on 50% at home when needed.

My husband is seven years older, so we had the advantage that he had already made key career moves when it was my turn. That made it easier for him to take on more parenting responsibilities when necessary. But we always made those decisions together as a family.

That’s why I take choosing a boss so seriously. Before taking my last role, I interviewed my future boss extensively to ensure it would work. First, he interviewed me, but then I said, “Now I want to come to visit you. I need to spend time with you, understand how you work, how you think, and what your plans are.” He took the time; it was amazing; he was amazing. And it paid off, as we enjoyed working together and did some fantastic work together.

Margaret Jaouadi
How do you see your role in supporting the next generation of female leaders, and what initiatives or changes are you championing from your current position?

Åsa Lautenberg  
I’ve been a mentor in The Initiative Women into Leadership for about eight years. Every year, I have a mentee that I help move to the next level, usually just below or entering the C-suite. I love mentoring, and my track record is excellent. They’ve all become good friends and have had fantastic careers.

I’m also part of Encourage Ventures, a German organization where women invest in and mentor startups with female founders or leaders. The data shows that female-founded startups receive significantly less funding, so this support is critical.

But where I think I make the most significant impact is within the leadership teams I work in. I’ve generally been the first woman at whatever level I entered and ensured I didn’t leave as the only one. I’ve made it my mission to shift the gender balance because one woman isn’t enough. You need critical mass for the benefits to clear and things to change significantly. And honestly, it made my own life easier, too.

People can debate quotas all they want, but in the end, they’re just a tool to ensure we do what’s right and needs to be done.

Margaret Jaouadi  
What message about the future of women’s leadership would you like to share on International Women’s Day?

Åsa Lautenberg  
The future of women’s leadership is full of potential and challenges. We are missing out on so much talent and brilliance simply because women are still underrepresented in leadership. That needs to change.

At the same time, I won’t sugarcoat it—it’s not an easy path. The journey is long, and it can sometimes feel very lonely. I don’t want to sell a dream without acknowledging the work it takes. My message is this: if you want it, you can do it.

We need to stick together, support, and lift each other. I’m here to help anyone I can because I know the value of having that support.

I’ve had to make difficult decisions, go against norms, and face uncomfortable questions from recruiters and employers. But at 55, I still love my job. It hasn’t always been smooth, but it has been worth it.

It’s not the easy way—but it is possible. And for me, it’s been genuinely worthwhile.

Margaret Jaouadi
Thank you, Åsa, for taking me on this inspirational journey, for your candid insights, and for your efforts to mentor and inspire the next generation of female leaders.

For a confidential chat about how Pacific International can assist you with your Talent Acquisitions and Diversity challenges, please contact David Howells or one of our Executive Search Consultants specialising in your sector.