Building a Future-Ready Tech Team: Lessons from Huld CTO Lassi Sutela
In an industry defined by speed, transformation, and complexity, few tech leaders have seen and shaped as much change within one company as Lassi Sutela. As Chief Technology Officer at Huld, Lassi’s journey spans nearly two decades and multiple reinventions. From engineering to strategic leadership, mergers and acquisitions to people development, he’s steered Huld through its many evolutions.
From Engineering to Executive Leadership
Lassi began his tech journey at TKK (now Aalto University), studying electrical engineering alongside 600 peers. Early roles at Nokia gave him global exposure, with frequent travel to China and India while working on network-side packaging.
His career path led to Relides to help accelerate the packaging design business. From just two people, Lassi helped grow the unit until it merged with another company to become RD Velho in 2010 (and later Huld).
It was during that transition that Lassi stepped into leadership unexpectedly. When a new technical documentation unit needed a lead, he took the initiative. Starting by googling the basics, he built the unit into a successful 20-person team. This mindset of curiosity, initiative, and practical growth has defined his leadership ever since.
Shaping Strategy, Not Just Tech
As Huld’s CTO, Lassi no longer focuses on day-to-day delivery. Instead, he leads strategic efforts that keep the business competitive: overseeing M&A activities, navigating regulatory shifts, and refining operational frameworks.
His focus changes depending on what the company needs most. “If there’s a major M&A project going on, that’s where most of my time goes. If not, I focus more on people leadership,” he explains. His core goal? Removing roadblocks. “I’m wherever help is needed. My job is to help the organisation succeed.”
With Huld’s portfolio spanning everything from industrial IoT to space tech, no single person can know the details of every topic. Instead, Lassi works closely with domain experts and team leads to guide decision-making and allocate resources where they’ll have the most impact.
Building Hybrid Teams with Precision
While Huld primarily operates as a service company, internal development projects do arise. That’s where Lassi’s ability to build high-performing hybrid teams that bridge skillsets across the organisation comes in.
"Often the need is recognised, but the capability isn't identified within the organisation. That's when it lands on my desk," he shares.
He focuses on identifying the right combination of technical and interpersonal skills, often focusing heavily on communication skills. “We have good tools for mapping hard skills, but soft skills — those are trickier.”
How does he know when a team is ready? “You just feel it,” he says. “When communication flows and trust builds, you know you’ve got it right.”
Leading Through Complexity, Change, and an AI Era
Lassi’s role also places him at the heart of organisational change. Whether it’s introducing new tools, launching (or sunsetting) business functions, or addressing client concerns, he balances strategic thinking with an empathetic approach.
“Positive signals are often overestimated. Negative ones? Underestimated,” he says. A reminder to take friction seriously when navigating change.
Client contact is also a deliberate part of his day. “I make it a point to talk to at least one customer every day. Otherwise, it’s easy to drift away.”
As AI reshapes how we work and build, Lassi believes that learning is the most important leadership muscle.
“Be curious. Study constantly. Say yes to opportunities.”
He sees AI as a massive wave we’re only beginning to understand. “In times of change, we overestimate short-term impact and underestimate the long-term. With AI, we have no idea how far-reaching the effects might be. These are exciting times.”
Copy Lassi’s Formula for Building a Winning Team
✅ Build blended teams that balance technical and interpersonal strengths
✅ Pinpoint and fill capability gaps across the organisation
✅ Stay grounded with direct customer contact
✅ Make learning and curiosity part of daily life
✅ Step in where needed; lead by unblocking, not micromanaging
These principles aren’t just for CTOs, they’re strategies for any tech leader navigating complexity, growth, or transformation.
What’s your take on Huld’s approach to leadership and capability-building? Let’s keep the conversation going – connect with Lassi Sutela on LinkedIn and tag us!
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