Leading with Resilience

On top of his MSM CEO role, Mark Gabel has been appointed CEO of Jebsen & Jessen Technology starting Apr 1, 2026. He now straddles between Mongolia and Singapore. Over the course of his career, he has encountered moments that tested his judgment and resilience

From navigating periods of uncertainty to making decisions that shape long-term outcomes, those experiences have influenced how he approaches leadership today.

1. How do you remain motivated during challenging times?

I’ve learned that resilience comes from staying calm rather than reacting emotionally. It’s important to take a step back, assess the situation, and focus on solutions. One key principle I follow is to never react immediately — instead, I take at least one night to reflect. Things often don’t seem as bad as they initially appear. Another important strategy is surrounding yourself with people who offer different perspectives. Tapping into diverse viewpoints and collective knowledge allows for better decision-making and more effective problem-solving.

2. How do you spend your free time?

I love spending time outdoors, whether it’s having a barbecue with my children or cooking together as a family. One of my favourite activities is ballroom dancing with my wife — it’s something we both truly enjoy. Given my background in the beverage business, I also thrive on meeting people and engaging in meaningful conversations. Every week, I make it a point to hit the gym to stay active.

Another passion of mine is mountain hiking. I frequently hike Bogd Mountain in Ulaanbaatar, even in extreme conditions—one of my most memorable hikes was with Group CEO Per Magnusson in -20°C weather, taking in the breathtaking scenery.

3. How has frequent travel shaped your experiences?

I enjoy stepping out of my comfort zone. I’m naturally curious and always asking questions. That said, waking up in a new place so often requires a few moments to orient myself before diving into the day.

My role is a three-way balance:

• Managing daily operations,

• Engaging with partners, and

• Exploring new trends and opportunities.

Frequent travel is a necessity, but I’m fortunate to have a supportive wife who takes care of our children while I’m away. Having visited over 40 countries, I’ve learned that a smile goes a long way. Even when language is a barrier, body language and gestures help me communicate effectively.

One of my most memorable experiences was traveling deep into the jungles of Papua, in Manokwari, to meet a mining customer. Even in remote locations, human connection transcends words.

4. What aspects of Mongolian culture resonate most with you?

One of the strongest Mongolian values is resilience. I’ve seen young Mongolians working in Europe or America—many of them face setbacks, and sometimes their businesses don’t succeed. But what stands out is their unwavering determination—they always get back up and try again. They possess both high EQ and IQ, making them highly adaptable in different environments.

5. In leading our consumer business, how do we build synergies with industrial operations?

Consumer-focused and industrial operations are very different businesses, but they share a fundamental similarity: creating value for customers. In both B2C and B2B situations, success comes from deeply understanding the customer’s problem and providing the right solutions.

One key synergy is the approach to partnerships—whether in consumer or industrial markets, long-term success comes from co-investing in solutions with customers. By going beyond the product and focusing on the customer needs, we build stronger relationships and drive sustainable growth.

6. How do you envision MSM benefiting from being part of a global conglomerate?

As a member of the larger Jebsen & Jessen Group, we now enjoy:

• Stronger support – Access to better shared services, policies and systems like SAP enhances efficiency and streamlines operations.

• Tighter collaboration – Working closely with support function counterparts across the Group boosts motivation and ensures smoother operations.

• Sense of belonging – Knowing the key people and being part of a well-established organisation creates a comfortable and supportive work environment.

Personally, I’ve been made to feel very welcome (since the acquisition in 2024), and I see the same opportunity for MSM.