After more than three decades at science-based firm DSM, Dimitri de Vreeze faced what he calls the hardest decision of his career: selling the materials business where he had grown up professionally. In this episode of “Executive Decisions,” the DSM-Firmenich CEO reflects on why the decision made strategic sense, even as it felt deeply personal, and how it shaped his view that success is not a finish line.
After more than three decades at science-based firm DSM, Dimitri de Vreeze faced what he calls the hardest decision of his career: selling the materials business where he had grown up professionally.
In this episode of “Executive Decisions,” the DSM-Firmenich CEO reflects on why the decision made strategic sense, even as it felt deeply personal, and how it shaped his view that success is not a finish line.
De Vreeze discusses joining DSM with plans to stay only a few years, the family values and rebellious streak that shaped his leadership, and why he believes leaders should keep challenging what is already working.
He also discusses ending a half-billion-dollar biofuels project, serving as co-CEO, leading the merger that created DSM-Firmenich and why treating assumptions as facts can be one of the biggest risks in decision-making.
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