The Leaders: Lessons from Ferrero Canada's Omar Zausa
How did you get your start in the business?
I’m from Italy and during my time at the University of Trieste, where I was studying economics, I was part of a program that allowed me to spend one year in a school abroad. I chose Germany and while studying there, I had an opportunity to intern and then work for a management consulting company in Munich. I was then contacted by a headhunter to join Ferrero, where I’ve stayed for the last 25 years. In those early years at both companies, I learned the importance of organization, discipline and reliability.
A big benefit at Ferrero is that every three or four years, there is an opportunity to change functions, brands or geography. I started in Frankfurt, then moved to Luxembourg. Before coming to Canada, I was the global president of marketing for Kinder Food. I think it’s important to stay curious. Curiosity is the driver that motivated me to leave all the comforts of Luxembourg and start a new life in Canada.
What is your leadership philosophy?
In this business, there is only one constant and that is change. The Japanese call this kaizen (which translates to “continuous improvement”), and when I achieve something I am already thinking about the next goal. There are many things happening around us that are out of our control, so it’s about how we react to these events.
I am also very transparent, so, in every moment, my leadership team knows exactly where they stand. Having an open dialogue means we acknowledge and celebrate successes, but also have critical discussions sometimes. I’ve gone from just sharing information about projects to sharing the why. If I invest enough time at the beginning of a project in sharing the purpose of why we should go in a particular direction, everything is easier later.
Why was Canada appealing, and how has working in different countries shaped your professional development?
Having come from the global head office, I was looking for an experience where I had more visibility along the value chain and could get closer to the retailer and consumer. Moving to a new country, especially with my whole family, also meant restarting from zero, which is appealing to me. All your securities and routines are gone, so you’re [exposed] in a sense. You need to gain the trust and respect of new colleagues and deliver results to gain their commitment in dealing with future challenges. I’m listening and learning a lot, while being exposed to new perspectives where I can start to determine where the best options and opportunities are.
As for working in different countries, every culture has interesting aspects. In project management, German discipline is good; for unexpected events, the improvisation of Italians is fantastic. I love the welcoming nature of Canadians and your ability to integrate so many cultures here. It’s about getting the best of all the experiences I’m exposed to, and everyone has valuable insights to offer.
What is the hardest leadership lesson you’ve learned along the way?
To stay humble and never lose sight of my strengths and weaknesses. Sometimes, when you reach success and get results and get that promotion, your ego gets in the way; you must remember to keep your feet on the ground. At the same time, when the results are not coming, don’t get super frustrated or depressed. It’s about moderation and that’s something I still have to tell myself.
What about your biggest challenges to date?
The unpredictability of the business—every day there is something new to deal with. Whether it’s the pandemic, hyperinflation, the price of cocoa or the latest tariffs, these unpredictable events are becoming the norm. It’s our role to make the best out of it all; maintaining an attitude of glass half full is easy to say, but not easy to do every day. If we are able to keep a positive, optimistic attitude though, we will adapt much faster.
How do you balance business growth with sustainable practices?
Understanding the expectations of your customer is the definition of success. The consumer today is more informed and interested in not only what we produce but how we do it. So, our obligation is to operate in a sustainable way. Sometimes, we make decisions that may not present a return on investment right away, but we know in the long run, the consumer will honour these choices. One of our internal mottoes is: work, create, donate. Transparency is very important, too, which means admitting there are things we still need to work on. The ideal company, always doing everything right, is an illusion. Transparency is the prerequisite for building trust and a valuable relationship with your customers.
How do you get the best from your team members?
I need to listen to and understand not just the professional, but also the person. I need to know where they’ve put up their own barriers due to bias or lack of confidence. Very often we put the biggest limits on ourselves. It’s my role to understand what drives my team members so I can help them realize their potential. I also adapt to different work styles. Some people thrive in pressure situations and others don’t. I need to modify my message based on who I’m working with. I’m also a strong believer in feedback, which I consider a precious gift. While some feedback I’ve received over the years has been difficult, I’m also grateful that it opened my eyes to what I could be doing better.
How do you continue to learn and develop as a leader?
I love to read and look to others for inspiration. There are examples like Italian-Canadian businessman Sergio Marchionne who led Fiat, and other great leaders. When you read about their lives, you see what’s possible. I also learn from the coaches who train my kids with their sport teams, or the shop managers and those supporting the production line. I can learn from all of them. I was also lucky to meet great leaders throughout my career at Ferrero who were really inspirational, although sometimes challenging. I am grateful because they opened new doors for me where I discovered my true capabilities.
What do you hope to accomplish in your current role?
For me, growth is not just about profit and market share, but about people and processes. I want to look back and see that people grew professionally because of our collaboration and that we learned to work in a better way. We have the privilege to be in a position to question what was done yesterday and [look at] what we can do to make it better.
What advice would you give to up-and-coming leaders?
The same one I’m sharing with my kids right now, which is to be resilient. At Ferrero, I encourage people not to run the 100 metre-race, but to prepare for the marathon. Make decisions that are long-term oriented because they’re going to be sustainable. Don’t look for short cuts, they won’t pay back in the long run. It’s also important to be adaptable. To embrace change means having the capability to integrate and make the best of situations. Those who resist change—which is happening all around us no matter what—will suffer. We have to get comfortable in being uncomfortable and when we understand this disruption is the norm, I think we can adapt much faster and more easily.
FAST FOUR
- YOUR FIRST JOB? Selling my father's old comic books to be able to buy a soccer ball.
- IF YOU WEREN'T HEADING FERRERO CANADA YOU'D BE ... An entrepreneur running a consultancy company with an objective to help people thrive.
- HOW MANY LANGUAGES DO YOU SPEAK? Italian German, English, French and Spanish.
- PEOPLE WOULD BE SURPRISED TO KNOW ... I swam in the final of the Italian Championship.
This article was first published in Canadian Grocer's August 2025 issue.
