Expert interview: Human scale as a basis for quality and growth

When 25 years of professional experience in human resources meet a long-established Hamburg-based flavor manufacturer, structural professionalism, a human touch, and a down-to-earth, mid-sized company mentality come together. In this interview, Peter Hertz explains how Hertz & Selck is growing sustainably in terms of personnel, why good leadership removes obstacles, and how individual development opportunities make all the difference in the face of the skilled worker shortage.

A first-class aroma is far more than the sum of its ingredients. It is the result of a clear sensory vision, sound training, a refined sense of smell and taste, precise craftsmanship, rigorous quality controls, and a well-coordinated team. While the expansion of a second location in Hamburg creates new capacity, Hertz & Selck's HR strategy ensures that the necessary employees are recruited, trained, developed, and retained long-term – and that collaboration, motivation, and corporate culture grow across all locations.

In our expert interview, Peter Hertz provides insights into the daily work environment at Hertz & Selck. We discuss the balance between data and intuition in recruiting, the development of internal talent, and why, ultimately – despite all the technology and automation – it is always people who determine a company's success.

Hertz & Selck in conversation with Peter Hertz (Head of Human Resources & Authorized Signatory)

H&S: Mr. Hertz, you bring almost four decades of professional experience, 25 of them in human resources, and have been responsible for HR at Hertz & Selck since 2024. What is particularly important to you in your role?

Peter Hertz: It's important to me that we in HR aren't just perceived as administrators, but that we actively contribute to the smooth operation, development, and healthy growth of the company. It's about ensuring seamless communication between departments and – quite simply – having the right people in the right place at the right time. I see myself as a partner, coach, and advisor to specialists and managers: close to the business, close to the product, and very close to the people.

H&S: Hertz & Selck is growing steadily and is currently expanding. What strategic priorities will you be focusing on in the coming months?

Peter Hertz: Our core objective is to structure our team in such a way that we maintain our high quality standards while simultaneously creating the conditions for further growth. With our second location, which will be occupied in phases shortly, we will be operating from two sites for the first time in our company's 95-year history. This is no small feat. The challenge lies in bringing greater professionalism to the new structures and communication processes while maintaining our mid-sized company roots, short lines of communication, and strong team cohesion.

H&S: Many companies are desperately searching for staff due to the skilled worker shortage. How does Hertz & Selck manage to retain its employees long-term?

Peter Hertz: Those who demonstrate commitment and potential at our company are offered genuine development opportunities. Our current managing director started with us 13 years ago as a laboratory manager. We also have many examples in our operational areas: colleagues who began as mixers in production are now production managers, occupational safety specialists, or have qualified as distillers and beverage developers. We are looking for dedicated individuals who are enthusiastic and want to grow with us in the long term.

H&S: What criteria do you use to decide whether someone is a good fit for the team during the recruiting process?

Peter Hertz: I expect well-prepared application materials as a business card. Anyone who designs and presents their own business card attractively demonstrates a fundamental commitment to professionalism. Our customers expect the same from us as a supplier, and if a good candidate later presents themselves professionally to our customers as an employee, the circle is complete. In the interview, I pay close attention to nuances, attitude, and tone. Data such as qualifications are important, but ultimately, the hiring decision must align with my gut feeling. We are specifically looking for people who can relate to our mission, "WE FLAVOUR THE WORLD," and our commitment to quality.

H&S: What makes a good leader in your opinion, and what characterizes the culture at Hertz & Selck?

Peter Hertz: A good leader is there to remove obstacles for their team of experts, enabling them to do their jobs and develop their skills without hindrance. At the same time, they provide clear direction, set transparent priorities, and make reliable decisions, even in challenging situations. They take responsibility, keep their promises, and ensure that information reaches those who need it quickly and directly. All of this requires an open culture of learning from mistakes, a receptive mindset, and a genuine willingness to give and receive feedback. At Hertz & Selck, down-to-earth values, clear communication, and a shared pride in our products are typical. At our company, diligence, reliability, and genuine creative freedom are paramount.

Are you looking for the right perspective or the perfect flavor partner?

The conversation with Peter Hertz makes one thing clear: First-class quality arises where processes are sound and people are at the heart of everything. Whether as an employer with genuine development opportunities or as a reliable B2B partner for customized flavor concepts – at Hertz & Selck, Hanseatic precision meets lived values.

Would you like to become part of our team or are you looking for the perfect flavor solution for your innovation?

Let's start a conversation.