Lennart van Bolderick is the Chief Financial Officer at Super B, a producer of advanced lithium-powered batteries.

In conversation with Georgia Wright, he discusses the impact and opportunities of ESG at Super B, the evolution of AI, and the risks that have contributed to his career success.

Lennart will also be a panelist at the World Finance Forum in Amsterdam in June 2025, where he’ll delve deeper into AI in Finance. Outside of his corporate role, he runs a wool project in the Netherlands.

Can you share an insight into your career journey and the risks you've taken to contribute to your success?

The first ten years of my career were in banking and insurance. Then the economic crisis in 2008 happened and the first banks went bankrupt, which was unimaginable until then. I was a contractor, but from one day to the next, they stopped hiring.

I was forced to take a risk and move into manufacturing and distribution, taking a step back from banking and insurance companies, and moving into the small and medium enterprises.  That coincided with my move from Amsterdam to the east of the Netherlands.

I now live outside the city, where more of those small and medium enterprises are. It coincided well with my belief that those types of companies are really the engine of the economy; that is where the energy comes from, the innovations, and the entrepreneurship. I’m really happy being in this business environment with businesses anywhere from ten to 50 to 80 million. The businesses can also either be corporate or small businesses with a corporate structure, like John Crane.  

Now, I'm working more in a standalone small and medium-sized business, which is very innovative. That’s what I really like. So, the risk I took was moving from one kind of business, like banking and insurance, to manufacturing distribution. I like the dynamics of that far more; we deal directly with suppliers, customers, and produce tangible things.

Has your banking and insurance experience supported you in some of the directions you’ve gone in?  

Yes, of course. The good thing about banking and insurance is that every transaction has a financial implication. It's very analytical and strongly relies on a strong government regulatory framework.

What you see in these smaller companies is, if you want to grow from eight to 20 million, for example, you need a framework, control procedures in place, and compliance with audit standards. That’s where the banking and insurance expertise comes in. I’m relatively analytically strong and know how to implement these types of structures and maintain them. Within my background, I’ve worked for larger corporations, like John Crane, which helps too.

With businesses that reach eight million, you usually have a CEO that dictates everything. But, if you go from eight to 20, you need one layer of management. If you go from 20 to 40, you need another one. Those are the rather difficult steps for a small business to take, so having that background really helps.

Also, both banking and insurance are all about statistical data. There's nothing else - especially in life insurance. Now, you see that happening in the entire world - everything is data! 

Moving forward, what really interests me is: Where does the virtual world meet the actual world? For example, QR code scanning fascinates me. That also comes from the banking and insurance background.

What are the key drivers for success that you watch the most at Super B?

For us, it's the basics: Order intake, margin per product, and personnel cost compared to revenue. Of course, there’s a whole world behind it, but those are the three main critical indicators. That doesn't change a lot.

I also strongly believe it’s good to understand it’s still about giving your customers what they expect and good service (AI or not), and that will never change. Your understanding of the customer will change, alongside what’s needed to be delivered, and the types of people you need.

But, if you talk about what drives the business within Super B, it’s like any other business that wants to grow. Having a great team that will deliver products and services is also needed. All, of course, within a set financial and risk framework.

How is the growing focus on Environmental, Social, and Governance (ESG) changing the function and how does that impact your role?

Currently, one of the main things for the battery world is the introduction of a battery passport, which will allow customers to see how the supply chain is organized for a particular battery - where the cells come from, where it's built, and how it’s used.

There was a lot of uncertainty in the market about how the battery passport would be implemented, but it’s taking quite a good form. We understand there will be organizations that will take up that burden and we, as a company, just have to supply our information. We know a lot about our batteries already, so we can comply with these standards.

What you see is all the external parties, like banks and shareholders, are really interested in how you comply with these standards. It takes a lot of additional reporting; in financial reporting, that burden points towards the Finance function, because we are used to aggregating data, and a lot of ESG data needs to be aggregated.

On another level, there are also some conflicting interests, regulations, and certifications. For example, if you want to use fewer chemicals to be more circular and recyclable, there’s the risk of fire hazards. If you want to ensure fire resistance, you will need to use chemicals, and those chemicals are not the nicest chemicals for nature. Balancing those interests is a task for many companies now.

Also, the more energy-dense a battery will become, the more chemicals will be used to reduce the risks.

At the same time, you want to be entrepreneurial. So, there are a lot of risks and conflicts. For an entrepreneur, that is always difficult to balance.

It’s a daily practice. In banking, if you want to apply for a loan, you can get extra points if you are complying with ESG. Batteries are such a difficult industry that they make a lot of exceptions, because they also understand that if you want to electrify, you need batteries, but they are inherently hard to recycle due to the chemicals. To score high points on ESG, recycling is a big thing.

For many companies, ESG is mainly seen as an administrative burden that is getting higher and higher. I’m not saying that the end goal is not understood and appreciated, but that is part of the discussion. The government is now forcefully implementing it, so, as a small company, you just have to comply. That’s part of the deal.

Regulations are easily drawn up and enforced, but, as a company, you need to comply, which takes more time. As mentioned, sometimes these regulations are conflicting, and it is very difficult for a company to balance the interest. As a CFO, that is where I see a lot of the risks.

Using recycling as an example, who is responsible for recycling now there are a lot of new regulations? Nobody really understands what the implications are now, especially not in the future. The whole recycling issue has not been solved at all for batteries.

Resolving that and getting a good framework for that is really important to get businesses to trust where we are going.

Sometimes, with change comes opportunity. Has there been any innovation or opportunity that you can see as a result of ESG?

If you want to make the transition into electrifying and not burning stuff possible, then you need batteries. For a company like Super B, that is a very big opportunity, but who is going to take the risk of investing in that opportunity and who's going to pay for that?

We are currently at a turning point where many of the companies that invested four years ago, starting in this space, are starting to get customers. Once you start to get customers, business becomes more difficult. The first three years when you're developing, it's all nice; if you’re in your laboratory, then everything works perfectly. Moving and shipping products is when the real thing starts. That is where a lot of companies are now and why you currently see some unsuccessful companies in this space.

Although there are a lot of opportunities, it's still ordinary business. You still need satisfied customers, and that is it. A couple of years ago, the potential risk of overpromising was there.

How do you anticipate the role of CFO will evolve with the advancement of AI and automation?

That is the question. A lot of emphasis is now on efficiency and process automation. I think it will move forward to decision analysis and forecasting capabilities.  

With process automation, you can make existing systems more efficient, which is interesting, but getting a grip on where you want to go as a company using AI is really exciting for me. How do you organize your company to act on the information that becomes readily available in a good way?

What strategies or advice would you suggest for someone looking to move their career into a different industry, focusing on the technological side of things?

Keep an open mind, especially with AI. Two years ago, many people were very hesitant and it's now undeniable. Don’t see everything that is happening as a threat, but see the opportunity.

I’m a strong believer that people will still be the main asset for a business - that will not change. However, the way they work and the way they contribute will change dramatically.

If you want to stay in your comfort zone, then you are not in a good place. You need to get out of your comfort zone. You need to approach other people, and you need to embrace technology to move forward.

Get away from your keyboard once in a while and connect with people. With social media, that's also possible, but meeting people in real life? There’s the fire.

I noticed you’re speaking at the World Finance Forum. That’s cool!

It’s really cool. It will be a panel discussion on AI and Finance.

I spoke at a conference about AI and Finance two years ago, which was interesting, as most people had never even opened ChatGPT. I did a piece on how to explore your creativity being a Finance person, as they are not usually known for their creativity.

It was a fun presentation. What I did was take ChatGPT and ask it to illustrate financial verbs/nouns and give them a metaphor from the animal kingdom. For example, one word was compound interest, and it was illustrated as a rabbit, inflation was an elephant, strategy was an eagle, and operations were ants. Those types of things you remember.

It’s very easy for Finance people to stay in their comfort zone. If you have to explain complex definitions, it’s helpful to use metaphors. Tools like ChatGPT can help you and that will only become better.

The AI world is very much about processes, automation, and efficiency. I enjoy the language part of it - the use of language, and how to communicate. With the entire flood stream of AI, and following my announcement of being on the WFF panel, I’m reaching out to those who reacted to the post with a thumbs up and asking, “How do you see AI developing in your professional environment?” Also, not from a technical perspective, but from an end-user perspective, “How can you use AI (not just for cleaning up your mailbox and those types of boring things)?” I'm going to write a series of LinkedIn articles on that leading up to the forum.

That says a lot about you as a leader, because that's going above and beyond. You’re thinking about what the audience and the network are looking for and a conversation around it.

Conversations and connecting with people are not going to be replaced by AI. I look at it as if the AI enables you to cut away the middle in a sense.

There are two things. You need to have a will, and you need to communicate. The execution highly relies on AI. The risk is that you will go at the speed of light; if you go in the wrong direction, it will end quickly. You don't want to go at the speed of light.

For organizations, one of the main risks is that you don’t have a good understanding of what you want, where you want to go, and where you want to be. AI can be rather risky, because you will end up in unknown places quickly, not knowing how to get out.

Translating that to Finance is also one of the risks. You need to have a very good understanding of what you want to achieve. Anything can be done and concluded, including the things you cannot even imagine. What do you want? That is the real question.

A simple example is many people are now thinking about cleaning up their mailboxes with AI. However, the real challenge is ensuring your mailbox is not cluttered, as opposed to processing your incoming email. I saw a 20-minute YouTube video, which I didn't watch in entirety, but I knew where he was going. He was saying he had a small business, got a lot of invoices, and had created an AI tool where incoming invoices would go to his invoice mailbox.

First of all, that could have been done 20 years ago without AI, as it’s possible within Microsoft Outlook. A lot of things that are called AI are not really AI. Secondly, you also ask your supplier to send their invoices to the invoice mailbox and you won't get that personal email. People have stopped thinking!

Another example is accruals within Accounting. You have to make 13 journal entries - one for receiving the invoice, and then 12 that have been assigned to the right month. You can ask your supplier to send a monthly invoice. That's better for cashflow. Your Accounting stays closer to your cash. All those types of things.

In Accounting, we are really good as professionals in solving issues, but not addressing the origin of the problem.

My claim to fame within Accounting is when I started working 25-plus years ago. There were a lot of Coda and SAP implementations; large ERP systems and large trial balances were just bought by these corporations, then they implemented them, and they all went pear-shaped.

There was a lot of work to be done by people similar to me, who dived in there and spent one or two years just resolving all the issues that were caused by the wrong implementation of ERP systems.

What happened was they would buy an SAP and then ask the consultant if this and that was possible. He would answer, “Everything is possible.” He would switch on every possibility, every module, everything without the consideration of your processes. So, it went pear-shaped.

25 years ago, you had one or two years to recover, because the auditors were okay if you made the changes, and customers understood if they got a wrong statement. However, in the present day, you don't have that time anymore. If you make a mistake like that with implementations of AI, not thinking about your structure, data integrity, or how you will safeguard your IP, then you will be out of business quickly. That comes to my first point. If you don't know where you want to go with AI, you will end up where you don't want to be very quickly and you will not have the time to recover.

Assess what we are doing as a business and think long and hard about how we want to organize our processes, and how do we want to act based on which information? That is the real question.

How can our people support that process? A lot of jobs will indeed disappear, but that could be translated to a lot of jobs will change. I still think that people are the main asset in the company. How can I assign people to beneficial tasks so that you can leverage all the great possibilities of AI?

That’s one of the key things we are doing now as a business within Super B. For example, our main systems include a CRM system, an Accounting system, a customer communication system, and a system where our Engineers are safeguarding and developing our IP. What we are doing now is thinking of a structure where this data can be approached and extracted.

On the left side, we have the four main systems. In the middle, we have a data layer. On the right, we have ChatGPT as a means of accessing the data. We also have a process enabler, like N8N or Zapier, and Power BI for financials and reporting.

What’s in the middle - that’s the key. It’s important to understand that traditional databases are very structured with columns and rows. But, in the modern world of AI, it's less about that structure and more about context.

In these new databases, called vector databases, it's about how pieces of data contextually relate to each other. For example, if I ask you, "What is a car?" you’ll say it's a thing with four wheels. If I ask, "What is a car from Germany?" (giving you more context), it becomes a BMW. If I ask for "a fast car from Germany," the context increases, and the answer becomes even more specific. So, the more context you provide, the better the answer.

That’s really important when building a data structure today. You start with the general large language model, then layer in curated business data, external data, internal data, and, finally, customer data at the top. If you layer this properly, then when you give the system a name - say, a customer - it has enough context to give you valuable insights. It can tell you where that customer is likely heading, what revenue you can expect, and how the market might impact them. Because, in the end, as a business, you want to help your customer. The more context you give your database, the better it can be accessed, automated, and measured. And that’s essentially what we’re working on now - a lot of good stuff.

Where do you get the time to prepare ahead of your presentation and the panel event?

Less Netflix!

I don’t actually know, because I also run a wool project, which is moving at lightning speed. We did the first two fitting days, and we sold a pair of shoes every 20 minutes, so 50 pairs! That was very good.

The whole approach of using our marketing campaign, getting people into the shop, and then organizing fitting days was a really good approach. A combination of online and offline seems to work well for the people we are targeting. We’re doing the next one soon.

What is your typical customer audience?

Our typical customer is 45-plus, and the more conscious consumer. Those below 30 are very conscious, but they don’t want to spend the money yet or they buy second-hand. We sell them for €185 a pair, and a €50 discount as an introduction, which is a bit high for many people.

The older conscious consumer is the niche and part of the cohort I am reaching. A lot of today’s youth don’t even want to go to a shop anymore.

The combination of offline and online works well. Secondly, I get all the data – their email, phone number, street address, everything that is very valuable.

I noticed there is a big problem with the wool washing capabilities in the Netherlands. The infrastructure is gone. Also, the transportation cost will be high, both economically and for the environment.

In the Netherlands, and also in Ireland and the UK, a lot of the wool growers don't have 1,000 sheep. Most of them have 200 sheep and they have a couple of hundred kilos of wool. If you offer them 20 cents to the kilo, they will not change their behavior for that amount. You must have a fair value distribution to ensure that if you want the wool grower to change, he needs to be part of the added value.

That's another thing, but I also received the grant to investigate ultrasonic wool washing, so that's cool. What I found is that wool washing is a very high-energy, high-detergent process, as there’s a lot of manure to remove. But, with ultrasonic sound, you need less energy, and you need less detergent.

How did you apply for the grant?

My uncle is the wool grower and has the sheep. Some parties invest to increase the amount of income of those farmers and to increase the quality of the pasture and fields.

You need to increase the incentive to keep sheep in a good way and not throw out the wool, because that is not good at all. Everything is well and good until it costs them money, so it’s still the economics. That’s why my uncle is part of the fair value creation. With local washing capabilities, we can increase the volume, which is good.

I was at a robotics conference in Ljubljana and there were four or five private equities. One of them was really interested in the whole process, so I'm now also going to pitch it in Ireland, because they have a lot of wool there. The Connemara sheep have very coarse wool, which is unsuitable for knitting, as people like soft wool. However, the process I am using it for can be used, as I am felting. The more structure the wool has, the more beautiful it becomes.

This last grant had a turnaround time of two weeks. My uncle said, “Okay, I want to apply for this grant with you, and we have to deliver it in a week.” Within eight days, we got a positive response. Normally, it will take about three months, but they were very keen. It’s not a government grant, it’s a private organization that is funded by a lottery, making the process easier.

How do you maintain a sense of joy, enthusiasm, and energy in your professional life?

I gain enthusiasm from really diving into the subject. If you do something half-hearted, it is never fun. Even with the most tedious jobs, if you do them half-heartedly, it gets even worse. Don’t do anything half-hearted – that’s my advice.

Understanding why you’re doing things is also important.

Repetitive work will always remain that. If you know where you're going and why, that’s not a problem. For example, if you're in sports, you have to do those reps, because you know where your end goal is. That's the same in professional life.

If you go full power, then the energy will stay high, because being motivated in itself or to keep trying is not a thing for me, that doesn't work. You need to know where you are going or else you will lose interest quite fast. That’s my approach: Do the reps.

Thank you to Lennart for speaking to Georgia Wright, Director in our Finance & Accountancy recruitment division in the Netherlands.

Views and opinions contained within our Executive Interviews are those of the interviewee and not views shared by EMEA Recruitment. 

Erik van ’t Hof is Finance Director at Royal Agrifirm Group. In conversation with Tom Hodgett, he shares his leadership approach, which centers on open-mindedness, transparency, and effective storytelling.

Erik also offers insight into Agrifirm’s innovative technologies and sustainability initiatives, discusses the farming sector, and explains his motivation for moving from agricultural firm Syngenta to Agrifirm.

How would you describe your leadership approach, both generally and when managing strategic projects?

From a leadership perspective, I always tend to be very open and transparent.

If you want to be a good Finance leader, you need to be open-minded, because you're not the expert in most things running through the business, you're supportive. You need to build your confidence and your understanding of the business by asking questions while being open and avoiding jumping to conclusions too fast which might kill ideas.

On the strategic projects part, you need to take the same approach. You need to be open, take everyone’s input, try to understand what they're proposing, and then make the best decisions. You need to understand the business case behind it and what's driving the numbers. Often, you need to continue asking questions about what's really behind the idea, why it is there, and how it is going to add value for both the company and the customer.

Sometimes, business people are a bit too optimistic, and you need to steer them to the right position and outcomes. That means’s asking leadership and each team has its own way of being influenced.

Finance often brings guidelines, acting like a risk manager for a company. However, you need to balance it as sometimes you need to take some risk and support brave ideas.

Some Finance professionals are a bit too negative or risk-averse, where they don't want to move ahead with some brilliant ideas and just kill them by overanalyzing. It’s just not workable. You need to be willing to take a bit of a risk and balance that within a business.

You can get stuck in the details of a financial model, and that can be difficult to overcome when the reality is that you need to try something first.

When you're in a leadership position, you also need to manage things from a communication point of view. In my case, we have a board of directors, so it’s very important to bring the right story, and understand the best timing. At times, you need to think about what's happening on the other side of the table: What's on their agendas? When’s the right time to bring your idea? What's on their lists?

Other times it just needs repetition. You need to plant a little seed and then it needs to grow. The first time, they may say it's not a brilliant idea, we won't go for it. But if you believe in an idea, it sometimes just needs repetition and then the seed might still grow.

When you’re in a leadership position, it’s important to make the trade-off and bring your ideas forward when you really believe in them; choose your battles.

Can you tell us about Agrifirm’s current sustainability initiatives and innovative technologies?

When we are talking about my business unit - Plant Based Solutions - we’re really focused on the crops. There’s obviously a strong sustainability aspect to it, because it’s all about the environment. Often, the solutions we provide can create a bit of friction between sustainability goals and practical application. So, it's about balancing those because you need them.

People often forget how important it is to have protection for a crop to at least get your food on the table. In Western countries, people are probably less connected to what's actually happening in the fields; they don’t really know what's needed to get a crop growing or yield and have your food on the table. That's sometimes tricky.

At the same time, we can make use of new tools to reduce the footprint that farmers have on the environment.

Examples of new ideas and innovation include spot spraying, where instead of doing a full spray on your entire field, you have a camera with an algorithm to it and you just spray on a specific area that requires it. It's really tailored, and those techniques are getting traction right now.

We are also working on a pest prediction model. You have an algorithm that can predict when a pest is coming based on the weather, temperature, etc. The tool will give advice on when to spray, which can reduce your footprint. And that’s only part of it.

Sustainability means different things to different people. Some companies are talking about decarbonization, reducing their carbon footprint, or offsetting their footprint…

Yes, we also do things around carbon capturing. We have a lot of data on what crops are taking in from a CO₂ perspective and you can build models around it. That's what we are currently investing in and investigating - how can we work with CO₂ certificates or similar for farmers and also sell those to a party who needs to find a way to offset their footprint.

How do you foster the culture of innovation within your team?  

When taking a broader approach, it comes back to the strategic piece. You need to be open-minded.

Sometimes, you get ideas that are out of the box, but you need to be open-minded to understand what's behind it, as some of these ideas are simply brilliant, because nobody else thought about it.

Have an open mind and then explore and explain ideas. Get your questions out on the table to really understand what's going on. Don’t shoot ideas at the start because, if you do, that's going to kill innovation.

Be part of the journey and help the team explain their ideas clearly. If there are still open questions, you need to help them find the answers or direct them to get the answers.

From a Finance perspective, you often get questions around how a new solution would work from a Finance perspective, or how a business case would work. Finance should step up and support those who are not so close to Finance, to get to the point where it starts to make sense from a numbers point of view.

How I foster that innovation in my finance team is a trickier question, so I will start with the background.

When I started more than half a year ago, we had tools from a reporting perspective, but the data coming out of the reports were often not telling the right story. So, we first had to invest quite a bit of time in setting up the right things and building the data hygiene in, building stability in the system and in the reporting, but also in the data inputs for the system. That took time.

That’s a bit of the background. Now, we are moving into the next phase - building on our reports and Finance data to better support the business in understanding the information, learn from it, and use that knowledge to take the next step from a traditional Finance position towards business partnering.

When it comes to innovation, that's probably the next step - when and where we want to put in extra tools. But the open-minded approach is the same.

What drew you to the agriculture and farming industry?

That's an interesting question because I was not looking for a job in the agriculture industry, but I was asked to for a role in Syngenta.

I started to investigate because the company name was unknown to me. I began to understand the business and its drivers, which really got me interested, because essentially, you’re securing food on the table.

If we don't fix things in the right way, there might be issues in getting food on the table for people - maybe not in Western Europe, but certainly when you take a broader look.

Many people might not think the agriculture industry is very innovative, but innovation is being triggered by laws and other things, which play a role in improving yields, the quality of crops, and their resilience against climate change.

The innovation gets really interesting - way more than you would expect before entering this industry.

You mentioned climate change earlier, and drought in particular has become a real issue recently. How does a farm manage that?

Even a small drop in yield can have a huge impact on a farm’s profitability, and without that, they can’t reinvest in what they need for the following year. And, the global population is only going in one direction, so demand for food is constantly increasing.

You're spot on. When we’re innovating or developing a new idea, especially as we approach go-to-market, we always try to keep in mind what's actually on the profit & loss of the farmer; we don't only look at what's happening in our P&L. So, when it comes to farmer profits, as you just mentioned, we keep that in mind when we do those types of proposals.

You spent around ten years at Deloitte and another ten years at Syngenta. I know you're still fairly new to your current role, but what do you think are the benefits of staying with one business for that length of time?

Honestly, I don't think tenure is so important. At Deloitte and Syngenta, I had many roles over time, so it's about having the opportunity to move on every two or three years and go into a new role to learn.

For me, getting the opportunity to learn and grow into something new is what it’s about. In both companies, I was able to move on quite well on that two-to-three-year scale. If I hadn’t had that opportunity, I probably wouldn't have gotten to the ten-year mark. I've seen a very broad spectrum of Finance in those different roles, giving me a solid basis. However, you don’t need to build it within the same company. For me, it was simply that I had the opportunity to build it in two companies.

To answer your question more specifically, one of the elements that helps when you have such a long tenure is that you have the opportunity to build a broad network. You know many people in the company whom you can ask questions. Also, when you're very familiar with processes, you can really understand them and easily make improvements or change things. That’s one of the benefits.

I do believe you need a certain period of time to grow into a role, to understand a company, and really start to add value. I don't believe you can do that within one year.

You transitioned from a big, well-known company like Syngenta to a smaller, less well-known one. What was the motivation for that move?

There are a couple of things. One is simply that I now take the lead.

In Syngenta, you have huge machinery because it's a big company, so you can't influence many things in set-up or processes yourself. You can tweak things slightly when there is a change coming up or have some influence. But now, I’m the one deciding what's going to happen from a Finance perspective for our BU. I can take the lead and decide how I want to evolve my Finance function and team.

For me, that’s a great new thing to explore. Previously, I was involved in those things, but in most cases, I wouldn't have had the final yes or no. Now, I'm often in the lead of giving a yes or no.

It’s a different position for me, and I was eager to learn that perspective and see how that responsibility would work. I am enjoying it.

Secondly, with my broad experience from a multi-national, with all its standard processes and smooth operations, I can bring something valuable and improve processes at a company that has a different set-up. We can take things to the next level.

I can already see my impact, even though it's only been just over half a year. I believe that, within a year, I can make a difference in improving the Finance function within my BU.

It’s not a small company, but it’s still easier to see your contribution and apply your expertise compared to a large multi-national.

Who is the most inspiring person to you in business, and why?

I don’t really have a specific person in mind. However, what has made me reflect over the past couple of months, especially in the US, is that while there are some great entrepreneurs and strong leaders, it sometimes seems like they’ve lost track of their own principles and values.

In finance, I like to see leaders who make numbers look easy by telling a clear story in an understandable way. Not just talking through a balance sheet or P&L, but really bring the story.

Thank you to Erik for speaking to Tom Hodgett, Associate Director in our Finance & Accountancy recruitment team in the Netherlands. 

Views and opinions contained within our Executive Interviews are those of the interviewee and not views shared by EMEA Recruitment. 

Floor van Griensven is the Chief People Officer at Trivium Packaging in Schiphol, the Netherlands. Originally entering the HR profession after studying Employment Law and becoming a Labor Lawyer, Floor details the pursuit of gaining end-to-end HR experience at Heineken before becoming the CPO at Trivium.

Floor also shares an overview of Trivium, a global supplier of infinitely recyclable metal packaging solutions, touching on its HR transformation, achievements, and growth journey.

Can you share an introduction to yourself and your career journey?

My background is in Labour Law. I began my career as a Labour Lawyer at an international law firm where I spent five years refining my expertise. It was a fantastic foundation that taught me work ethics, attention to detail, and the ability to quickly problem solve and connect the dots. I also developed strong negotiation and influencing skills during that time.

While I enjoyed the legal side of things, I found myself wanting closer involvement in business operations; being part of the process from start to finish, not just when problems landed on my desk. That realization led me to Heineken. Labor law is closely tied to HR, and I joined Heineken's labour law department, which was part of HR. From day one, I found the challenges and the environment I was seeking.

Heineken offered me incredible opportunities during my 17 years with them. During that time, I took on seven different roles, moving back and forth between HR specialist and HR operational roles to build a complete end-to-end HR experience. I started with labor law, managing contracts, restructurings, terminations, and policies. Later, I became the head of HR for the breweries in the Netherlands and support functions, applying my knowledge in “real” practice and on a larger scale.

I also led HR transformation projects, implementing SuccessFactors and driving talent and capability projects. Eventually, I became HR Director at Heineken's global head office in Amsterdam. This journey provided me with comprehensive HR experience, allowing me to understand the full HR life cycle and how all the elements connect.

My career also took me abroad. I worked in Berlin and most notably, spent three years in the Democratic Republic of Congo, an experience that is close to my heart. Living and working there was truly special, both professionally and personally.

The pandemic gave me time to reflect on my career path and I realized I wanted to take end-to-end responsibility for HR at the highest level. I also wanted to work in a faster-paced environment where decisions and changes happen more quickly. That ambition led me to join Trivium Packaging as Chief People Officer and that's where I am today.

Can you bring Trivium to life and who you are as a business?

I am incredibly proud of Trivium. We are a metal packaging company on a mission to change the future for the better. We work with some of the world's leading brands helping them transition to more sustainable and environmentally friendly packaging, as metal packaging has one of the highest recycling rates globally. Metal is also infinitely recyclable. We serve a global audience of customers, many of whom are global household names. Trivium (a private equity company) operates in over 60 locations across 19 countries with around 7,300 employees and an annual revenue exceeding $3 billion.

Has the size you’ve achieved been through acquisition or organic growth?

Trivium was born in 2019 from the Food & Specialty metal packaging division of Ardagh Group, merged with Exal, an American business. Although we had a solid foundation, it was not yet integrated or ready to scale. Over the years, we have built an integrated award-winning business committed to sustainability. We are the first packaging company to win the EcoVadis Platinum award four years in a row, which speaks to our commitment to operating sustainably.

Recently, we celebrated Trivium's fifth anniversary with a global ‘high-five’ campaign where our teams shared their proudest achievements. Over these five years, we've completely transformed our company, embracing high tech solutions that people don't often associate with can manufacturing. We also have over 50 scientists around the world holding more than 50 patent families and winning over 65 product awards.

Now, you have also been going through a HR transformation. What has that entailed for you, particularly from a People perspective?

When I joined, my first focus was on the HR team. I believe you need to get your own house in order before supporting others. I started by analyzing our HR population: do we have the right people in the right roles, who are our top performers, who is underperforming, what are the skills we need to develop, and do we have proper succession planning. This analysis led to significant changes in our HR Team.

Today, we have 125 people in HR many of whom joined within the last years. Through clear communication about our new direction, as well as about the “why,” people became enthusiastic about being part of the journey. For three consecutive years, HR has had the highest engagement scores and is now in the top decile of the annual organizational health score. It wasn't easy, but it was necessary, and it worked. Effective change requires three things: communication, transparency, and credibility. One of my mottos is ‘Clear is kind’. We moved fast, but we did it with care and a strong focus on change management.

Can you elaborate on how you approached the HR Transformation?

We tackled it in five steps:

1) Shape the HR team: we assessed our team's skills performance and development needs

2) Build HR capabilities: we launched a training program to elevate our HR community, which was well received by both HR and the business

3) Secure the base regarding HR data, processes & systems: we revamped our HR processes and did a “health check” on our Global HRIS resulting in a roadmap, to ensure efficiency and credibility. We ran projects on getting & keeping the HR data right. Dashboards now refresh every 24 hours providing real- time data insights.

4) New Operating Model: we introduced Centres of Excellence, HR Business Partners and streamlined HR operations, including systems, data and payroll, and improved the collaboration and communication between the teams.

5): People Vision: we launched a 5Y People Vision, including a clear ambition and (culture) drivers as well as (tangible) tactics on how to get there.

One of the big topics we’re talking about at the moment is AI, along with Diversity & Inclusion.

We are also exploring AI as well as diversity and inclusion. We are intentionally slow followers in AI, learning from others as our production environment differs from purely digital companies. But we are strong advocates for diversity, equity, inclusion, and belonging (DEIB), embedding it into our culture and leadership principles.

Are hybrid working and getting back to the office also a discussion topics at Trivium?

For us flexibility is key. We manage based on output not on where or when people work. In our production plants, being present is naturally required, but for other roles, flexibility is a given. My boss trusts me with freedom, and I do the same with my team. If you have high performers who deliver, there's no need for rigid rules about office presence. Flexibility is the new gold. I have four children, so this flexibility allows me to manage my career and family. Trust is the basis of all relationships.   

On work-life balance and being in the office, are you a big advocate for that?

I don't believe in work-life balance in the traditional sense. Life isn't a straight line; it has peaks and valleys. What matters is understanding when you are off balance and whether it's with purpose.

If I'm off balance because of a big project or a campaign that's OK. I communicate that at home and my family understands (or at times not). When I'm off balance without purpose, that's when I step back and recalibrate. It’s about awareness and acceptance. I try to prioritize self-care; sleep, exercise, and time with my family and have fun to manage the intensity of my role.

At the same time, I also accept that I’m a very passionate and driven person, and I love my work and challenges, so it will always remain a point of attention.

What is key to being successful as a Chief People Officer?

To be successful as a Chief People Officer, a requirement is to have a supportive CEO, who puts people first. You may have a strong team and great capabilities as HR professionals, but when the highest person in the organization does not truly value people and HR, you can never make it fly.

What’s your advice for those who are up and coming in the profession?

People look at many things before they accept a job, but the manager is the key - even more so in a person's first couple of jobs, because then one is still a rather ‘blank sheet’.

Your first jobs are not about what you earn, they're about what you learn and who you learn from. It is all about leaders or mentors, who know the way, go the way, and show the way.

A good manager is crucial; 70% of your work satisfaction is tied to your boss. Before accepting a role, understand who your manager will be and his/her values. In your early career, that influence is pivotal!

Let’s go back to your time in Congo. What led to the relocation? And what did the experience teach you?

I will never forget that moment. I was sitting across from Heineken's Chief People Officer at the time, a bit nervous as he reviewed my resume. He looked up and said, “Floor, your resume is great. You've built a solid career across various HR roles, operational, specialist, global, and local, but there's one thing missing.” I asked him what it was, and he replied, “The bold move, that step outside the lines, something unpredictable.”

He was absolutely right. I had always been precise, and in control: coloring within the lines - a trait I attribute to my legal background. That conversation sparked something in me. He didn't have the answer or the opportunity for me at that moment, but I left his office determined to find it. Months later, just before Christmas, I got a call. We have an assignment for you in “Congo”, they said. My husband was in the kitchen preparing Christmas dinner when I walked in. And when I said, “Congo”, he paused, looked up and said, “Do you even know where that is?”

My eldest son overheard and shouted, “Mum, is that where the Bonobos live?” That evening, we sat as a family and researched the country. I was immediately captivated. My husband was more cautious;, he brought up questions of safety especially with four young children. Our youngest was not even a year old, but after many conversations, we made the decision: it isn't going to be easy, but we will do it together as a family.

Those three years in the Democratic Republic of Congo were the most special, meaningful years of my life. It wasn't just a professional transformation; it was also a personal one. Congo is one of the poorest countries in Africa with immense challenges, but the people have hearts of gold, they're incredibly open to change, eager to learn, and remarkably resilient. I arrived as an HR Transformation Manager, tasked with leading change and I knew that had to be effective. I had to immerse myself completely and needed to be fluent in French, not just conversational but truly proficient, as I would be conducting trainings and leading change management projects. I studied intensively with a local French teacher who not only helped me master the language but also to understand the culture, values, and nuances of the Congolese people.

In Congo nothing is predictable. I learned to have a Plan B and Plan C for everything. There I witnessed real hardship, challenges far beyond anything I had seen before, yet the people showed such optimism and enthusiasm, they embraced change with open arms and a willingness to learn that I found truly inspiring.

That experience taught me resilience, adaptability, and the importance of genuine human connection. I had to earn their trust, understand their culture, and truly listen. It wasn't easy, but it was deeply rewarding. Those three years reshaped my understanding of leadership, culture, and human potential. Looking back Congo was the wild card I needed, it pushed me out of my comfort zone and made me stronger, more empathetic and more complete as a leader. After that experience, I knew I was ready for anything.

Do you think there's another move in your future?

I really hope so. I would recommend working abroad and ‘coloring outside the lines’ to anyone. Always ask yourself, ‘What would I do if I had would have 2% more courage?'

However, I also realize that as my children grow up, it becomes more difficult to move. With the oldest being 15 and the youngest 8, they have their friends, schools, and sports to which they are very attached.

But if I got the opportunity again, I would love to, and I would grab it with both hands.

EMEA Recruitment works in partnership with the international medical charity Operation Smile. What was the last thing that made you smile?

There are many things that make me smile. I also believe that smiling is extremely important. That’s also something I learned in Congo. People there face so much hardship, yet they smile a lot. It’s important how you come across - your positivity, your energy - and it's healthy too.

The last thing that made me smile was last night. I received a compliment after a board meeting which made me smile. But the best thing in life is making others smile.

And of course, nothing beats seeing my boys smile when I get home after an intense working day!

Thank you to Floor for speaking to our Human Resources recruitment team in the Netherlands.

Views and opinions contained within our Executive Interviews are those of the interviewee and not views shared by EMEA Recruitment.

Maciek Mikucki is the Managing Director and former Group CFO of Polpharma Group BV.

Speaking to Hannah Mallia, Maciek provides an insight into Polpharma and the inner workings of the pharmaceutical industry.

He also reflects on his international career journey, offers advice for aspiring CFOs, and discusses the benefits of mentorship.

What advice would you give to those aspiring to become a CFO or Managing Director?

Becoming a CFO, or later, a Managing Director, is not a quick promotion. It is a journey, and in my case, it has been shaped by a mix of technical discipline, continuous learning, and knowing when to step back and trust others.

First, the basics really matter. I started in Finance over 20 years ago, and I still believe you cannot lead from the top if you do not understand the engine room. Early in my career, I made a point of mastering at least one or two areas — whether it was Reporting, Treasury, or Controlling - because that gave me the confidence and language to engage across functions. Even today, I go back to the basics. Once a year, I pick one area and sit with the team to understand how things are done. It is not about micromanaging - it is about staying grounded.

The second thing I learned is the importance of letting go. As you move up, the temptation to stay involved in every detail is strong, especially if you have been successful by being hands-on. But the truth is, if you do not learn to delegate, you will become a bottleneck. I have made that mistake, and I have seen others make it, too. The transition from expert to leader requires trust - in your team, your systems, and the process.

And finally, I have always tried to stay close to business. At Coca-Cola, I used to spend a few days each year with sales reps on the road. In other companies, I spent time in warehouses or production sites. These were not formal programs - I just believed it was important. It helped me connect strategy with reality and build mutual respect with people who often have the clearest view of what is really going on.

If I had to summarize, I would say this: Build deep knowledge early on, stay curious throughout, and, once you lead, lead with trust. These things take time, but they are worth it. They have certainly shaped who I have become — first as a CFO, and now as a Managing Director.

Was that an initiative that you just started doing, or was it advice that you were given?

That habit of staying close to the business did not come from a textbook — it started out of necessity. I was young, working at a glassworks factory in Poland that had just been acquired by private equity. Nobody, including the new owners, really understood how the business operated day to day.

As one of the few people with some knowledge of both the financials and the operations, I was thrown in at the deep end. I spent hours on the factory floor and in the warehouse, talking with people, watching how things worked - not because it was a clever idea, but because there was no other way to figure things out. I did not have a plan; I had a problem to solve. By doing that, I saw how powerful it is to truly understand the business behind the numbers.

That experience stayed with me. Over the years, I kept repeating this approach — not as a one-off crisis response, but as a routine. Whether I was in beverages or pharma, I always made time to be out in the field, with the teams who know what is happening before it hits a dashboard.

So, to answer the question, it started because I had no choice. But later, it became a choice. And it is one of the best decisions I have made in my career.

How do you ensure alignment between the group's financial strategy and the overall business objectives?

Aligning Finance with the wider business strategy is not something that happens after the fact - it must start at the strategy table. In my experience, if the CFO is involved from the beginning, financial thinking becomes part of the company’s DNA, not just a control function at the end.

Over the years, I have seen both sides. When Finance is integrated early, you can help shape decisions, not just fund them. You bring in the discipline of cash, returns, and capital allocation, but you also learn to speak the language of the business. That is when real alignment happens - when both sides understand each other.

I have always believed that the role of Finance is to enable growth, responsibly. Not by saying no, but by asking the right questions: Can we afford it? Will it pay back? Is it the right time? If you get those fundamentals right - cashflow, returns, risk - and stay close to the strategy from day one, alignment becomes natural.

In short: Be at the strategy discussion table early, bring value beyond the numbers, and make sure Finance helps the business move forward, not just stay in line.

How do you strategically invest in R&D while ensuring sustained profitability in such an innovative and dynamic industry?

The key is discipline. Every year, we see dozens of product opportunities, but we only move forward with a few. The first filter is economic: What will it take to develop, register, produce, and launch the product, and what is the likely return? If you are rigorous with your assumptions and realistic about timelines, the numbers will usually point you in the right direction.

Then there is the second filter: Experience and instinct. After two decades in the industry, I have learned that some decisions do not come from a spreadsheet. Sometimes, it is about timing, market shifts, or seeing value where others do not. That judgment grows over time.

In the end, investing in generics is still about managing a portfolio - balancing short-term cashflow with mid-term development and long-term potential. It is a mix of facts, discipline, and, occasionally, a calculated leap. What matters is having a clear process for making those decisions and sticking to it, especially when things get uncertain.

What is a personal highlight of your career so far?

Looking back, there are a few moments that shaped me, but one stands out. It happened early in my career, and it left a mark. I was 26, fresh out of university, and ended up running Finance at a glassworks factory in Poland. It was technically bankrupt, taken over by a private equity investor, and we were given one instruction: Fix it.

I had no formal title, no team, and little experience - but I had to figure it out. We worked day and night (literally), because you cannot shut down a glass furnace once it is running. The stakes were high. People’s jobs were on the line, the factory was bleeding cash, and we had just one year to turn it around. I made every mistake in the book - but I learned fast. In the end, we did it. The company was restructured, saved, and eventually sold at a good return.

That experience taught me more than any course or job title ever could. I learned how to lead under pressure, how to earn trust, how to fix what is broken, and, above all, how to learn from failure. That foundation has stayed with me.

Since then, every role, whether at The Coca-Cola Company, Teva, Seagram, or Polpharma, has brought new lessons. But that early experience is still the one that made me who I am. It taught me that growth does not come from comfort; it comes from being thrown into something you are not fully ready for and finding your way through it.

What excites you most about working in the pharmaceutical industry?

What excites me most about pharma is the mix of complexity, responsibility, and long-term thinking. It is a different world compared to consumer goods, where I also spent part of my career.

In pharma, we do not engage directly with the end consumer - we work with a wide network of professionals and institutions, including pharmacists, healthcare providers, and public authorities. Every decision around the use of a product is made by trained experts, based on evidence and regulation. That makes the business more structured and more demanding. To succeed, you need to ensure your product quality, data integrity, and processes are fully aligned with regulatory expectations. Trust is earned through reliability and compliance, not through promotion.

Then there is the operational side. The quality in pharma is non-negotiable, because the patient cannot verify it. If we do not get it right, people’s health is at risk. That adds a level of responsibility you don’t find in many industries. It also means that every part of the chain, from sourcing to manufacturing to distribution, must work flawlessly.

Finally, pharma forces you to think long term. A product can take two years just to reach the market, and much longer if R&D is involved. For someone with a Finance background, that is both challenging and rewarding. You must think in terms of sustainability, not just quarterly results.

In short: Pharma is demanding, but it matters. It pushes you to think broadly, act responsibly, and play the long game, and that is what keeps me engaged.

You've lived and worked in various global locations. How has that helped you continue your professional growth, and would you recommend it?

Working across different countries has shaped me both professionally and personally. I have lived and worked in Poland, Czechia, Hungary, Australia, and now the Netherlands - and each move has added something unique to how I lead and make decisions.

Exposure to diverse cultures changes the way you listen, think, and interact. What works in one country may not land the same way somewhere else. You quickly learn that success is not about applying one fixed model everywhere; it is about adapting, observing, and sometimes holding back before making a call. That teaches you patience and humility.

It also sharpens your understanding of how businesses really operate. Markets may look similar on the surface, but they can be driven by vastly different dynamics - regulatory, economic, or cultural. When you work internationally, you build a broader toolbox and a better instinct for navigating complexity.

So, yes, I would recommend it to anyone who wants to grow. It is not always easy, but it forces you to stretch beyond your comfort zone, and that’s where real development happens.

Were you asked to go into those positions, or did you seek those roles yourself?

Like many career moves, it was a mix of timing, readiness, and saying yes when the opportunity came.

My first role abroad was in Czechia, with Seagram. I did not plan it in advance, but I was open to the challenge. Then came Coca-Cola, where international mobility was part of their global structure. They maintained a list of people ready for international assignments. I was added to that list, and, when the right role popped up, I agreed to go – twice actually. First from Hungary to Poland and then from Poland to Australia. It was not something I chased, but I did not hesitate either.

Over time, I learned that being open and flexible makes an enormous difference. You cannot always control the timing of the next role, but if you are prepared, professionally and personally, you will be ready when the door opens.

Mentorship is renowned for helping with career development and I know you actively post about it on LinkedIn. How do you feel you can add value outside of direct management?

I have always seen mentorship as something different from managing or coaching - it is more personal, more reflective, and often more lasting. I have benefited from it myself, even if only for short periods, and I have seen how powerful it can be when done well.

The value of a mentor is not in giving answers, but in asking better questions. Especially for younger professionals, having someone challenge your thinking, help you look at things from another angle, or simply ask, “Why?” can be a turning point. A good mentor does not steer your ship, but helps you steer it yourself.

Outside of direct management, that is where I think I can add value. I am happy to share experiences, including mistakes, and help others find their own way through. That is also why I post on LinkedIn - not to give advice, but to spark reflection or conversations. I have had many people reach out after a post, and those informal exchanges often lead to something meaningful.

To me, mentorship is about being available, being honest, and creating a safe space for someone to think aloud. It does not take a formal program to be effective - just a bit of time and a willingness to listen.

What is the best piece of professional advice you've ever been given?

The best advice I have received came from a colleague, who said, “Always work as if you’ll meet again.”

It was a reminder that business is a long game. People return in different roles, at different times, and how you’ve treated them before matters. Reputation travels, especially in international or tight-knit industries.

I have kept that in mind throughout my career. Respect, fairness, and integrity cost nothing - and they are often remembered long after the deal is done.

Thank you to Maciek for speaking to Hannah Mallia, Netherlands Country Director at EMEA Recruitment.

Views and opinions contained within our Executive Interviews are those of the interviewee and not views shared by EMEA Recruitment. 

Donna Avellana Künzler is the Head of Procurement Process Excellence & Digital Transformation at ABB in Zurich.

In conversation with George Weemes, Donna discusses how her strategic initiatives contribute to business value, along with her reflections on innovation, sustainability, and the people culture at ABB.

She also shares what inspired her move to Switzerland, strategies for those looking to join a different industry, and her proudest achievement…

How do your initiatives and strategic decisions contribute to overall business value?

Before I do anything - especially when I’m defining my roadmap for the next five years – it has to be aligned with our business strategy. This strategy means no one questions its validity and eliminates a lot of talk at that level, especially with the executive committee.

My initiatives and strategic decisions are closely aligned with our overarching business strategy, ensuring they inherently contribute to business value. In particular, my focus on procure-to-pay (P2P) process governance and digitalization drives several key benefits.

For example, by establishing robust governance frameworks and ensuring compliance with regulatory standards, we mitigate risks and enhance operational integrity. Then, streamlining and optimizing P2P processes leads to increased efficiency, reduced costs, and improved accuracy of our activities. And, of course, implementing digital solutions transforms our internal processes, making them more agile, scalable, and responsive to changing business needs.

Ultimately, these efforts not only improve our internal operations, but also deliver significant value to our customers through better service quality and reliability; you always have to tie it back to the customers. That’s how you get everyone on board.

As a hiring manager, how do you approach building strong relationships with your Talent partner to attract and secure top candidates?

When I hire for a position, it always starts with a briefing session. That’s the opportunity where I explain the background and context: Why I need the role, where it fits into my organization, and what I’m looking for. It’s all about communication. The job description is important, but sometimes there’s more behind it - things that aren’t written down, but are still essential to share as a hiring manager.

I make sure to clearly communicate all of this to my Talent partner. However, when it’s a more critical role, I also bring in a full hiring team, which includes the HR Talent Manager and the panel of interviewers.

Then I go a step further and define the evaluation criteria in detail. That way, we’re all aligned, screening in a consistent way. It reduces subjectivity and keeps the process objective; we’ve all agreed on what aspects we’re evaluating and how candidates need to demonstrate those capabilities.

For me, it’s about being a team. You’re all partners in the journey, and that’s how you attract and secure the best talent for the role.

From a cultural perspective, what excites you most about working for ABB, particularly its commitment to innovation?

Definitely the whole innovation part. I like companies that are at the forefront and pioneers in their industries. When I was researching ABB, I was so impressed by the rich history in innovation and the fact that they’re still going strong in that area. There’s this unwavering commitment to making the world a better place, and sustainability is right at the top of our agenda. It makes me proud to be part of a company that truly cares for the world.

I also love how our new tagline, Engineered to Outrun, speaks to that mission. It’s about empowering companies to become more energy efficient and ensuring we all have a better future.

Beyond the innovation and sustainability, I was also pleasantly surprised by how much ABB focuses on its people. I’ve only been with the company for four years, but it quickly became clear why it’s so hard to get in, because they look out for their employees.

There’s a very active internal career portal, and they’re open to giving people opportunities in roles that might be completely different from what they’ve done before. It shows a real belief in people’s potential, and that kind of support aligns with my own values.

What drew you to Switzerland as a place to live and work?

Before I moved to Switzerland, I had visited regularly for two years. What drew me here was the wonderful nature and, of course, the work-life balance. I remember sitting in an office on a Friday afternoon, and people were like, “You're still here? What are you doing here? Go home, it’s the weekend!”

That was so refreshing to me; everyone focuses on the balance between work, family, and personal relationships. It’s something that I treasure now, especially after becoming a mother. The level of flexibility that I’ve experienced here, particularly with ABB, is something I really appreciate. Before, I never understood how important flexibility was, but now I see how it makes a big difference. Switzerland is one of those places that truly values work-life balance, and I think that’s a big draw.

Of course, people sometimes say Switzerland is expensive, but the reality is you get paid a premium compared to other countries, and, with some smart living choices, the cost of living becomes manageable.

On top of that, there’s a huge focus on innovation here, and Switzerland has one of the highest innovation rates per capita. It's exciting to be in a place that values progress.

And let’s not forget about Swiss neutrality; it’s one of the reasons the country is so stable, which makes it a great place to live and work.

Is there any advice you have for people looking to move to Switzerland?

Network, network, network! Connections mean a lot in Switzerland, especially when you're job hunting. The best way to get your foot in the door is through referrals - that’s always number one. It can be tough coming from outside and not knowing anyone. Even for me, as a hiring manager, if I already know someone, that takes away a lot of doubt in my mind when considering them for a role. So, building relationships and connections is key.

But it’s also about doing your research. Switzerland isn’t for everyone. It’s important to understand the culture and the way things work here before making the move. It might not be the right fit for everyone, and that’s something worth considering.

What has been the proudest moment of your career so far?

My proudest moment was two years ago when the Filipina Women’s Network awarded me as one of the most influential Filipino women in the world. It was an award I really treasure. It was very humbling, and it made me incredibly proud.

The organization is one of the most globally recognized for the Filipino community, and they focus on honoring women who have not only come a long way in their careers, but also have a strong impact as community builders.

Receiving that award was a huge validation of my work, especially in digital transformation and process improvement, and it also recognized my contributions outside of work. It remains one of the highlights of my career.

What advice or strategies would you offer to someone looking to successfully pivot into a new industry?

I’ve never consciously pivoted to a new industry - it usually came more as a consequence of the roles I was taking on. For me, it’s always been more about the role than the sector. But, if someone is set on switching industries, then I’d say the first thing is to get familiar with your target industry. Do your research and understand the key trends, challenges, and opportunities.

If you’re eyeing specific companies, do you know who the competitors are? What’s their culture like? Does their mission resonate with you?

Next, I’d look at identifying those target companies and seeing which ones align with your personal goals. From there, it’s about networking strategically. Reach out to people in those companies, attend relevant events, use LinkedIn, or even set up informational interviews. That kind of engagement really helps.

It might also be an opportunity for you to pivot within the group itself, especially if you're in a larger organization that operates across different sectors. For example, I’m currently in Robotics, but ABB also has divisions in Electrification and Process Automation. So, it could be easier to transition internally first, because you already have that credibility. People know you, and many can vouch for you. In my previous company, I did three different roles, and that was possible because they already knew me. It wasn’t just about what was on paper.

Another big piece is making yourself visible. You can use LinkedIn, contribute articles, present at conferences or webinars - things like that help people become aware of who you are and what you can offer. And, of course, think about your transferable skills: What can you bring in from your current or previous roles that would be valuable in the new industry? That kind of reflection is really important.

Lastly, stay persistent, be open to learning, and remain positive. A transition like this takes time, but with the right mindset and strategy, you’ll get there.

Is there one book or podcast you believe everyone should read or listen to, and why?

One of my all-time favorite books is The Alchemist by Paulo Coelho. It’s all about believing in your destiny and the power of the universe to guide you. There’s a line in the book that really stuck with me and still does to this day: “When you want something, all the universe conspires to help you achieve it.”

It’s such a beautiful thought, and it really makes you reflect: How much do you actually want something? For me, it’s tied to the idea of manifestation. The more you put your intention out into the world - what you truly want - the more people and circumstances align to make it happen. Eventually, things connect, and opportunities come your way.

It’s a great message of hope and of trusting. Even if the path isn’t always clear or easy, as long as you hold onto your dreams and keep believing, things will work out. It’s definitely a book I would recommend to anyone who’s navigating change or looking for direction.

Thank you Donna for speaking to George Weemes, Associate Director in our Procurement & Supply Chain recruitment team in Switzerland.

Views and opinions contained within our Executive Interviews are those of the interviewee and not views shared by EMEA Recruitment. 

Kyriakos Kasapidis is the VP Finance – Supply Chain CFO at Hero Group. In this interview, we explore his passion for the field, the latest trends shaping its future, and its critical role in business success.

Kyriakos also reflects on his transition from global giants Unilever and J&J to a smaller FMCG organization, discussing the unique advantages and challenges of this shift. He also shares insights on the impact of ESG reporting and key lessons learned throughout his career.

For more than ten years, your career has focused on Supply Chain Finance.  What excites you the most about working in this area?

Over the last 20-plus years, I’ve been lucky to rotate in several positions within Finance. Finance as a function is quite wide, offering the opportunity to learn, explore, and be involved in several diverse business topics. Rotating and learning new things are always quite challenging, but also quite rewarding.

What I like about Supply Chain Finance is it touches on several aspects of the business. You see the direct impact of your decisions, even in the short to medium term. Supply Chain Finance is not only about reducing costs, but also supporting growth, co-shaping portfolio decisions, serving demand, and improving end-to-end processes, as well as driving transformational projects.

For me, the direct correlation between a decision or a project and the impact on the business is very motivating.

Over the last few years, I had the opportunity to lead several transformational projects where someone can clearly see the outcome and the concrete business impact they delivered.

In summary, this connectivity between decision and impact is very motivating and an exciting element of the job.

With the Supply Chain landscape constantly evolving, what new trends or developments are you most enthusiastic about and why?

I would say there are three indicative elements in the new landscape. One is all about integration with the overall business. The silo mentality, between Supply Chain and Commercial or even within Supply Chain functions, is gone. A few years ago, you may have seen it in some businesses. But now, people are really moving away from this and adopting a fully integrated approach.

As mentioned above, Supply Chain has a wide and critical business role to play. Optimizing your cost structure to service a volatile demand is one element. SC is involved and contributes in co-shaping the innovation agenda, drives decision making process in terms of leveraging and exploring existing capabilities, investing in new capabilities or capacity, as well as building a strong third-party manufacturing network. Enhancing end-to-end processes across the entire organization, like S&OP , is also a key enabler and success factor, which SC is a key stakeholder.  

Another point I would call out is linked to the balance between short-term delivery and long-term strategy. Whatever business and investment decisions you make today, they need to be aligned with the business' overall roadmap, having to navigate at the same time in a volatile and unpredictable environment.

Just a short example from my personal experience. When I moved to Switzerland for my Supply Chain Finance role at Unilever, I was responsible for the financial performance of 24 plants in Europe. As SC, we were driving a very demanding and challenging in-year result delivery (short term). At the same time, we were shaping the future manufacturing footprint, which was very exciting. During that period, we made decisions about transferring production lines, taking out lines, and selling factories. So, the right balance between short and long term is part of the daily business in Supply Chain.

Linked to all the above, I would emphasize the role of digitalization and AI tools. How do you leverage technology, how do you engage and prepare the organization to benefit from digitalization?  It's a very big topic, also for Hero as a medium-size company.

It is critical to be mindful how we approach it in the sense of having clear priorities based on the funds and resources we have to make it right and fit business needs. Get clarity where we want to invest our efforts and make a step change in the ways of working as an organization overall.

What motivated your move from global giants like Unilever and J&J to a smaller FMCG business? What key factors influenced your decision?

At some point, you need to make some key career decisions about your next steps. Having more than 20 years in big multi-national companies, I felt it was the right time to make a call.

Working for Unilever, at the beginning of my career, was an amazing ‘university’ and learning experience for me. The company is quite advanced in several aspects. In general, I would say that by joining big players in the market and rotating in different positions, you build a strong foundation.

For me, it was a very conscious decision to leverage my experience and apply it to a smaller, medium-size organization. Of course, there are tradeoffs involved in such decisions.

The key driver for me was maximizing the impact someone can have in business. In a smaller organization, your role becomes much more visible and impactful. Personally, I have frequent direct connectivity with the executive board and discuss topics as they appear.

In many cases, you can be part of the decision-making process; it's not that the decision is being cascaded to you, but you are part of the process, which makes quite a difference.

What’s also exciting is that you have much more autonomy to change things. What I have experienced - and what I liked about moving to Hero - is the fact that there’s a nice, diverse mixture of people bringing a lot of multi-national experience from other big players in the market. The ask is to make a change, bring good practices, and improve the business. So, you have a lot of space to recommend, improve existing practices, and implement new ones. That means leveraging the knowledge gained from the big players and applying it to another medium-size company in practice. I find it rewarding.

What are the biggest challenges someone should expect when making a similar transition, and how can they best prepare?

You need to be cautious about your decision. I was cautious in knowing that, in a medium-size company, the resources are much less. No matter how senior you are, you’ll need to be much more hands-on, which I like, as you zoom in and out according to the needs.

In some cases, you directly face, manage, and resolve complexity while being much more operational. That is something people need to expect when moving to a smaller company.

As mentioned before, when people move from other big companies, they want to implement immediate change, as they come with many ideas. What is the right approach? Is it the right fit and timing for the business? Does it have the resources and capabilities to implement and maintain a new process? There is, as we used to say, “good and bad complexity”, and we need to provide clarity on what and how we want to introduce in a smaller organization.  

In many cases, you can suggest things that big players are implementing, but that may not be the right fit for a medium-size company. This is a challenge when coming onboard with very new ideas; you see areas for opportunities, but you need to make some clear priorities on what makes sense and adds value. You shift more into an owner’s mentality.

In my previous roles, I managed big teams. Now, the team is much smaller and hands-on, but the connectivity within the organization is a lot higher.

Do you think it’s harder to transition from a smaller company to a big multi-national or the other way?

If you initially join a big company, you can shape yourself as a professional. Big companies, usually being more advanced, can offer much more training, insights into best practices, and structure.

On the other hand, in a smaller company, usually the roles are less segmented and more E2E. This provides the opportunity to take on wider responsibility and be directly involved in more business topics. Training usually happens on the job, based on previous practices.  

My advice would be for someone to explore opportunities for frequent rotation within a big multi-national. As a next step, transition to a smaller company, being flexible to adapt to a more dynamic and entrepreneur environment, applying best practices in a meaningful business way.

With ongoing volatility and inflation in Supply Chain, how have you adapted your financial processes and strategies to maintain stability and ensure cost-effectiveness?

As mentioned before, Supply Chain is not only about cost reduction; it's much bigger than that. In addition, whether we like it or not, volatility is part of our daily life. Flexibility and connectivity across the organization are a must-have in today’s environment.  

Within my first months of joining Hero Group, we were faced with very significant inflation across the board (as almost all industries faced over the last years), which could also have been threatening for the Group as such.

My priority was to connect with Procurement and provide visibility to the business and leadership. In a very short period, all the leaders were locked in one room reviewing portfolio simplification, as well as pricing and cost savings initiatives. Based on this face-to-face connectivity, we decided to take specific actions with regular follow-ups. So, there is an element of immediate reaction, as well as stepping up and creating visibility in relation to market outlook as part of standard process.

Having said that, and given the high volatility we face, we also focus on how to set up and bring to life an E2E S&OP process in order to have sufficient volume visibility well in advance. We are investing in improving our Procurement processes to shorten the price forecast cycle, while leveraging better volume projected information. Above are process-related examples, which are key enablers and highly impactful for the business  

Planning ahead is key, but you also need to plan/prepare for the unknown, balancing the short, medium and long-term strategic direction. Supply Chain needs to be agile enough to flex up and down and at the same time, structurally address the cost base.

As a concrete example, recently I was assigned to lead a plant closing project in Switzerland, driven mainly by excess capacity. We managed to optimize our cost structure by better leveraging our plants capacity, and now we see significant benefits for the business going forward. We have also delivered other similar cases of manufacturing footprint optimization, which took place recently within Hero.

How has integrating ESG reporting into your remit impacted your approach to Supply Chain Finance, and what synergies have you identified between the two areas?

This was an additional big challenge on top of my current responsibilities. Across the industry, ESG and Non Financial Reporting (NFR) is quite a new topic, and for me was a brand-new experience. I spent quite some time trying to educate myself and, at the same time, setting up a process across the organization in view of the 2024 Sustainability Statement. To keep it short, I’ll focus on two aspects.

The first is all about compliance. We need to ensure we are compliant with the requirements. Given the complexity of the topic, as well as the very large scope, many people across the organization have to be actively involved. My big concern is that high complexity could lead to a missed opportunity to drive engagement. People across different functions, on top of their busy daily job, are faced with complex, detailed, new requirements, where they cannot see the immediate benefit for the business. It is often seen as a tick the box exercise. That's why my immediate priority in the short term was to address the compliance topic while, at the same time, making a link to the core business. To do that, our key approach was to follow CSRD as the main framework in terms of point of reference and then try to adjust, fine tune, attach any other regulation to this.

The second point is that, as you deep dive into this topic and start focusing on the core of the business, you start identifying synergies you can get out of this process. That can expand quite a lot. Now that I'm reviewing the report that we have to publish in the coming months, it provides insights into looking at the business from a more holistic point of view. You review the full value chain: where you source, how you source, how you assess your suppliers, the ways of working, how you optimize your manufacturing process in terms of emissions, the hot spots that can make a difference so as to prioritize your actions, how you design your product, how you shape your portfolio, how you can develop a pragmatic approach in relation to due diligence, etc. All of these have a direct impact on sustainability and can be a win-win situation going forward.

Linked to the above is how you measure, manage, and track the performance of the business, because then you can identify your hot spots and align on key priorities. Based on this, you can integrate, as part of your budget process, a funding allocation mechanism that matches your ESG priorities.

So, bringing this into a business meaningful approach, people can become more engaged to drive this forward, which is a big plus for the organization.

To make it more specific, a couple of concrete examples. At Hero, one step that we took is that, for business cases to be approved, sustainability and respective CO2 impact are part of the drivers that people need to call out.

Recently, I was actively involved in a capacity expansion project for healthy snacks, a fast-growing category for us, and one of the biggest investments for the group. We had to decide where we were going to install the new production line. One of the key deciding factors for the location was related to CO2 and water consumption.

So, you can see how ESG has a key role to play in influencing the business, which is quite motivating. Still, as mentioned, there is a balancing act, being compliant and up to date with regulations and, at the same time, creating the space and the link to move closer to the core of the business.

Compliance is important, as you mentioned, but to truly engage people in the business, it needs to feel like more than just an added burden. It should be seen as something that actively contributes to the company’s strategy and overall way of operating.

We run the risk in general of a missed opportunity. You currently see many governments trying to challenge that; maybe it's too complex or it's too costly for the businesses to manage, and they start to realize that we need to really simplify.

Yes, it's a must-do - no one is challenging that, but you need to figure out how, in a more pragmatic way, for the business. This is my main concern, not to become a missed opportunity for people to be really engaged in this topic.

Throughout your career, you've had a few tips and learnings that you try to apply as your guiding principles. Can you give us a few values that you share?

Very briefly, I would like to mention a few, always keeping in mind that people are the key assets for an organization:

• As I evolve professionally and rotate to several positions in different companies, I try to identify people as role models whom I try to learn from. What becomes evident is that we all can have our ‘leadership moments’ despite seniority. A true leader is not the one who has formal authority in an organization, but the one who inspires the people around him/her. The one that people will follow regardless of hierarchy.
• As a Finance professional, I am cautious in trying to avoid talking in isolation within the Finance function. Finance should be fully integrated and engaged in unified business discussions with our partners.
• Always try to focus on what truly adds value. We are often faced with several non-value adding requests (usually in big complex companies). Keep on challenging. An owner's mentality drives real change and maximizes the benefit for the business.
•  Treat people with respect. People may forget what you said to them but will never forget how you treated them.
• I would also like to emphasize the significance of work culture in people’s performance. I have experienced both extremes. First, an example of a hugely challenging and high-pressure role. Still, I was part of a high-performing team with open communication, challenging each other, pushing the agenda to the limit, with a very inspiring leader. The results were amazing. I have also experienced a toxic working environment, where, although you had very good and knowledgeable people in the team, people just played not to lose - they didn’t play to win. What a missed opportunity for the organization.

And do not forget to have some fun in the workplace. Humor opens a lot of doors and brings a lot of positive energy to the team…

Thank you Kyriakos for speaking to our Finance & Accountancy recruitment team in Switzerland.

Views and opinions contained within our Executive Interviews are those of the interviewee and not views shared by EMEA Recruitment.