15 years as chairman in a family-owned company – the importance of continuity, trust and long-term thinking
By Valtteri Simola, Chairman of the Board, Messua Oy
In early February, it marked 15 years since I began my role as Chairman of the Board at Messua Oy. As a family business chairman, long-term board work has made it possible to look beyond individual financial years and focus on the bigger picture.
Fifteen years is a long time, and in a family business it carries a particular weight. Generations, values and continuity are always present, and board work is inevitably intertwined with all of this.
Messua is a long-established family business, with my wife Jonna Simola representing the third generation. Over the years, my own relationship with the company has deepened through a strong historical and human understanding. At the same time, I have served in my role as a professional board member, operating outside the company’s day-to-day operations. This combination of insight into family-business dynamics and broad business experience has been a key foundation for my work on the board.
In fact, my journey with Messua began back in autumn 2005, when I worked as a consultant on an international business opportunity for the company. Naturally, I also took part in a few build-up and dismantling projects to gain hands-on insight into the industry. I joined Messua’s board in 2007 and became Chairman in 2011, following my father-in-law Jorma Arvelin.
The world has changed – but expertise endures
Over the years, Messua’s operating environment has changed significantly. Markets, customer needs and the entire events industry have been in constant transformation. Still, the company’s core mission has remained clear: delivering high-quality, functional exhibition and spatial solutions to clients around the world. Global exhibition expertise, both in design and execution, has been a key factor in our success for decades.
A long tenure on the board has made it possible to implement change in a controlled and long-term manner, without reacting impulsively to every shift. Over the years, the board has also included members from outside the family, bringing valuable added insight. Different phases of the business require different types of expertise. In recent years, the board has operated within the family, but it is likely that external perspectives will again be needed in the future.
The role of the board and chairman as support and sparring partner
When a company and its chairman share such a long history, discussions naturally become deeper and more open. Trust is built over time, making it possible to address even difficult topics directly. Not everything needs to be explained from scratch every time; the focus can remain on what truly matters. In a family business, this is particularly valuable.
Long-term board work has also allowed decisions to be made with continuity and future generations in mind, rather than focusing solely on individual financial years. An external perspective helps to see the bigger picture, while close ties to everyday operations keep decision-making realistic and grounded.
The chairman’s role is to support and challenge the CEO. I’m not entirely sure whether I have always succeeded in this as well as I should. During busy periods, Jonna and her sister Eriikka work extremely long days in operational roles, and board meetings can sometimes feel like an extra burden in the middle of it all. Even so, we have never cancelled a board meeting due to urgency or seasonality. Perhaps afterwards, as owners, they have felt that it is beneficial to occasionally look at matters from another perspective.
Emotion is always part of a family business
In a family business, emotional ties are part of everyday life. When owners are from the same family, or share the same roots, employees are often treated like close friends. Free time may not be spent together, but awareness of each other’s life situations, concerns and joys is very much present in daily work. This affects leadership, and also board work – at least in a company of this size.
Messua will soon celebrate its 40th anniversary, and the Arvelin family has been active in the industry for more than 60 years. Looking back, I see many changes, discussions and decisions that have helped Messua move forward and navigate even challenging times. At the same time, our focus is firmly on the future. A long history provides a solid foundation on which to continue developing the company in the years ahead.
Text: Valtteri Simola