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. 

Emiel Jongerius is the Group Controller at AkzoNobel, with over 20 years of diverse international experience and broad functional expertise.

Speaking to Hannah Mallia, Emiel shares the challenges and successful outcomes of leading a major global Finance transformation, the growing importance of becoming a true business partner, and his approach to building high-performing Finance teams.

As Group Controller, how do you balance the strategic and operational aspects of Finance leadership to ensure both long-term growth and day-to-day efficiency?

I believe the role of a Group Controller is increasingly about being a strategic business partner, whose mandate is Finance but is focused on value creation. The ask is becoming broader and broader.

Foremost, I think the key approach as a Group Controller is to support and work with the business to identify growth opportunities, such as margin expansion, exploring new markets, potential mergers and acquisitions, developing innovative financing solutions, and defining together how to get there. That is now the key driver and ask of a Group Controller as a strategic business partner.

I emphasize the importance of having the right capabilities to collaborate closely with the business, understand market dynamics, and speak the language of customers to help teams become successful. To enable this strategic focus, I rely on having a strong Finance team that can manage day-to-day operations, which frees me to concentrate on strategic initiatives. That requires a clear vision for the Finance function, to rally your troops behind your thoughts and place that dot on the horizon of where you want to go.

In this digital era, I talk about the digital agenda. I actively communicate about digital possibilities in Finance, discussing how we can leverage data, artificial intelligence, and robotic process automation. By sharing this vision, I aim to engage teams, gain feedback, create enthusiasm, and attract talent interested in driving the digital agenda. People need to know where you want to go; invite them to think with you and be part of that journey.

At the end of the day, that will help you balance your long-term strategic vision and the day-to-day operations as a Group Controller.

How do you see the Finance function and the role of the Finance Business Partner evolving in the future?

I see the Finance function expanding far beyond traditional financial responsibilities. Finance professionals are now being asked to take on broader accountabilities, including supporting strategic leadership, technology integrations, and collaborating with key stakeholders both internally and externally.

We must also keep a keen eye on global politics and understand how these dynamics influence risk management within our organizations. This means dynamically incorporating external factors into financial planning and understanding the ultimate impact on the company's financial health. Becoming a true business partner and having that connection with the business is becoming increasingly important, focusing on understanding organizational dynamics and finding ways to help teams become successful.

Drawing from personal experience, I learned the importance of this approach while working in a smaller Sales organization in Automotive Lighting North America . In that entrepreneurial environment, I simultaneously managed Finance, Customer Service, Logistics, and Procurement. That experience opened my eyes so much and taught me to make fast decisions, always think with the customer in mind, and focus on value creation for the business. I can only recommend such experiences in an entrepreneurial environment to others.

What is your approach to building high-performing Finance teams and fostering a culture of empowerment?

You can have a good vision or a good view, but without people you cannot make it happen.

People spend more time at work than with their family daily, so we need to create an engaging environment where people would like to work.

My approach centers on building teams with a strategic mix of experienced professionals (those who know what good looks like, and where they want to go), and younger talent (those in the early phases of their career, who can really grow and develop), which enables knowledge transfer and unlocks creativity. At AkzoNobel, we have also established an early career program, to support fresh graduates in learning various Finance aspects.

From an empowerment point of view, it’s important to agree as a team on our deliverables and where my leaders want to be in two to three years. I then provide them with freedom and accountability to define how they want to achieve those objectives. With that space, they can bring people together to look at best-in-class examples. I can also support them, challenge them, and coach them, but to realize the outcomes is up to the people.

To help people grow, I believe the fastest way is pushing people out of their comfort zone and giving them new opportunities and challenges. When I approach people with new roles and they doubt their capabilities, that’s the time to tell them you believe in them. By surprising them with unexpected roles, that’s when you see an acceleration in their personal and professional development. Witnessing their growth and seeing them achieve things they thought impossible gives me a kick and fulfilment as a leader.

I often put people in roles they hadn't initially considered, such as moving someone from Accounting to Treasury or into a leadership position they hadn't anticipated or experienced before. Later, these individuals come back and express that it was a good decision. They appreciate how the unexpected role made them think differently and expanded their scope of learning and professional experience.

Can you provide an example of a Finance transformation that you have led, what challenges you faced, and how you overcame them? 

I led a major global Finance transformation at AkzoNobel that impacted the entire Finance community on a global scale. The transformation involved two key strategic moves: first, transitioning from decentralized processes locally organized in countries to a centralized Finance organization run through five shared service centers globally.

Second, transforming the Finance organization from a backward-looking function to a forward-looking one that delivers more value to the business through insights and analytics.

The transformation presented several significant challenges. Stakeholder alignment and change management were key. I focused on engaging with people, listening to their concerns and taking them into account, keeping them informed, and creating buy-in from those teams through various communication methods like attending management meetings, creating newsletters, and making presentations.

Communication is key; be clear about what you want to achieve, how and why, and be open to feedback from the organization. You can only achieve a successful transformation together. Taking into account different perspectives can lead to different outcomes that work better for everyone.

Another major challenge was process standardization. Moving from local ways of working to a global approach required a clear vision and strong project management. When transitioning into shared service centers, everyone was completing processes in their own way, but we needed to move to global processes.

To do that, we implemented Central Finance, the latest SAP S/4HANA technologies, as a standard platform, which enabled us to further centralize global activities into shared service centers. This included creating global teams for specific functions, like product costing and fixed asset accounting, which ultimately improved financial quality and drove efficiency.

Can you share an example of where you’ve used advanced analytics to help identify key business opportunities?

I cannot overemphasize the importance of data and analytics in understanding business dynamics as a Finance professional. At AkzoNobel, we created a comprehensive financial information platform using Central Finance SAP S/4HANA, which captures 95% of our business transactional data in real-time.

If you really want to get into data analytics, you need that type of platform with reliable, almost real-time, data. From there, you can begin to ask questions and go into the details to understand how to support the business. That also requires specific team members with strong analytical skills and the ability to extract meaningful insights and draw conclusions.

By leveraging this real-time data, we achieved transparency on margins at customer and product levels, enabling us to collaborate with Pricing and Sales managers to identify opportunities for margin enhancement through strategic pricing or product adjustments. That’s very powerful.

In operational Finance and Credit Management, we gained global visibility into customer payment and invoicing behaviors. This allowed us to compare and analyze patterns across regions, customers, and channels, ultimately identifying process improvements that made it easier for customers to conduct business with AkzoNobel.

Another example, which is close to my heart, is we centralized management reporting by creating a single source of truth. Previously, different business units generated their own reports with varying truth definitions. Our new approach standardized reporting based on real-time data, reducing time spent on report creation and allowing focus on value-driving topics and discussions.

What is your favorite motto or quote and why?

It’s not a motto as such, but I tell my team to focus on making one small improvement per day, as that will create a big step over time, and I am a firm believer in continuous improvement. Making those small steps every day helps improve processes, ways of working, and collaboration within the business.

I see teams struggling with this, as they view change as a large mountain ahead of them. My message is to break it down into small, manageable steps. By dedicating just half an hour or an hour daily to improvements, you see significant progress over time. After a week, that's five hours of improvement, and after a month, it becomes 20 hours. I find this method particularly effective for me and it works for the team. By encouraging teams to make small daily changes, they can really make a change.

Thank you to Emiel 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. 

Kevin Springer is a Finance Director at Alnylam Pharmaceuticals, a leading biopharmaceutical company and the pioneer in RNAi therapeutics.

Kevin details Alnylam’s groundbreaking technology and medical breakthroughs, his relocation from the USA to the Netherlands, and his opinion of AI’s impact on Finance teams.

Alnylam is known for its groundbreaking treatments in the biopharmaceutical space. Could you tell us about some of Alnylam’s unique products and how they’ve impacted the lives of patients who rely on them?

As part of the Finance team, my medical background is limited, but I am proud to work for a company responsible for transformational treatments.

The RNA interference platform pioneered by Alnylam works by ‘silencing’ disease at the source, by stopping the production of proteins that cause or contribute to disease at the genetic level. Using this approach, we have developed five commercial treatments, treating four separate diseases. We also have many promising new therapies in the development stage and I am personally excited about the possibilities for our technology to be successful in more common disease areas in the future.

At Alnylam, patients living with rare or complex conditions are at the centre of what we do, regardless of the function that we work in; recently, I was moved to hear from an individual whose child is living with an extremely rare condition that can impact infants from birth. At the time of hearing this story, my daughter was about the same age as the child whose mother was sharing her family’s experience. It is stories like these, understanding the child’s journey to diagnosis and day-to-day experience that inspire me every day, in the hope that Alnylam can bring hope for debilitating diseases like these.

What excites you the most about working for Alnylam? And how does the company’s mission align with your personal values and career goals?

To summarize in two words: hope and possibilities. We all have personal experiences with family and friends who have suffered from a condition for which treatment options were limited.

Alnylam’s RNAi platform has already been proven, which provides hope for future medicine. While hope drives us to dedicate our efforts to the company, our demonstrated success in making new medicines available to patients supports the actual possibilities of future treatments. Both the hope and possibilities of new medications drive me to do my best at Alnylam.

As part of the Finance team, one of our company’s strategic goals is to achieve profitability, the progress towards which is shared during quarterly investor calls as well as internally. We have a responsibility to spend smart and prioritise the funding that is available so we can continue to develop our pipeline. This aligns with my personal values and supports my career goals.

For me, it’s important to feel trust in our senior leadership team, to share the same overall goals and beliefs. Within Alnylam, there truly is a belief that if we invest in new medications and get them to eligible patients, this in turn will drive the success of our business.  This belief is clearly held by the Executive Leadership Team and reinforced to everyone working in our business. We are all working on the same team, with the same goal, which is to transform more patients’ lives.

You relocated from the USA to the Netherlands in 2016. What was that transition like for you? What advice would you offer to someone considering a similar move?

I moved to the Netherlands for what was supposed to be a two-year rotation assignment with a Big 4 accounting firm. I never imagined staying longer and, eventually, deciding to make the Netherlands my home.

My experience has been positive, but it wasn’t always easy. The best advice I can provide someone considering a similar move is firstly, to pay attention to new professional and societal / cultural differences. Secondly, understand that, while there are differences, everyone has positive intentions and will work hard towards a common goal (although, holidays and out-of-work commitments also need to be considered and appropriately planned).

Over the past 15 years, I’ve had the privilege to work with teams and companies in many countries within Europe, Asia, and North/South America. I think the US might be one of the most demanding work environments; a lot is expected from employees and there is often less security if a job does not work out compared to other markets.

My work ethic and motivations are still US-orientated, as I was raised and began my career in that environment. However, when working with non-US teams, I’ve learned to adapt to local norms. For example, before moving to the Netherlands, a three-week holiday seemed like something that you would only be able to do once you retired. In the Netherlands, employees take multiple-week holidays each year.  Additionally, my team members do not check emails when on leave. Initially, this was a big shock for me, and I had to learn to adapt; now I’ve learnt that, if we plan appropriately, a multiple-week holiday benefits the overall team, as this helps increase happiness and, in turn, team productivity.

Adapting to a different culture did take me a bit of time, and I think it’s the biggest challenge for most US expats moving to Europe. I was fortunate that my (now) wife significantly contributed to my personal cultural development. She is Dutch and is very direct when she needs to remind me that I’m being too American. I think my professional career has also benefited from her, as she has really helped me integrate into Dutch culture.

Throughout your career, what has been the most unexpected lesson you’ve learned, and how has it shaped the way you approach your work today?

I’ve been in a professional job (post-master’s degree) for approximately 15 years now. Thinking back to when I first started my career, I planned to be a partner with the Big 4 firm that I started with in the same city. I never expected that I would be living and working outside the US.

The biggest unexpected career lesson I’ve learned is you can never perfectly predict where you will end up, but as long as you work hard, continue to learn and are able to identify new professional opportunities, you will ultimately end up in a great position - although the actual job might be different from what you had initially envisioned.

One of the hardest career decisions I’ve had to make was whether I would move back to the US or stay in the Netherlands. As mentioned, my wife is Dutch, and this decision was very personal, as our life and our daughter’s life would be very different depending on the outcome.

Ultimately, we decided that life in the Netherlands, for now, is better for our family.  This decision has had a direct impact on my career, as my career development varied depending on the outcome, and as I’ve always been very career driven (hence my US mentality). This was a bit scary.

After working hard and ultimately finding the right opportunity with a great company, I realised that I could both benefit from our personal decision and continue to achieve my long-term career goals. I am very grateful and truly feel lucky to be working for Alnylam.

With the growing advancements in AI and automation, how do you see the role of Finance teams evolving, particularly in a fast-paced industry like pharmaceuticals?

AI is a current buzz word in business, but, in reality, AI is nothing new. As technology improves, the speed of processing large data quantity also improves.

When I first started my professional career, we prepared manual paper audit files. We printed out workpapers and filed these in large boxes at a physical location. Once we moved to electronic workpapers, the process improved, but the system itself took ages to load. Over the years, this improved, especially as fibreoptic internet was rolled out globally and processing speeds increased.

With the combination of high-speed internet and continuously increasing computing speeds, we can process large data quantities much faster. This is really what AI is all about - setting certain algorithms that can process data and, in turn, enable us to make certain decisions based on this data.

As the data and speed increases, the decisions become smarter and smarter and more applicable and usable. For years, we have been able to type in a few sentences in Google search and find exactly what we are looking for. This is AI, which didn’t exist 20-plus years ago. As we advance, there will be more benefits from AI.

How does this impact Finance? We need to be thinking about the type of data that we are capturing in our systems. For example, when a transaction is processed, do we capture all the right data elements that are needed to use this data for other purposes?

Let’s say that we want our system to identify when inventory levels are low, and when restocking needs to take place. We would need to make sure that all relevant data elements are included, including the vendor detail that would need to be notified and the stock requirements for a restocking to automatically be triggered and executed.

While we might not implement such automated processes, we need to start thinking about the necessary data required now to have the possibility to implement these future state solutions.

Reflecting on your own career, what was the best or worst interview experience you've had, and what did you take away from it?

My worst interview experience is easy. When I was a sophomore at university, I was interviewing for a summer leadership program at a Big 4 firm. Academically, I was quite successful and was actively involved in our College of Business and other university programmes. My professors identified me as a great candidate for this leadership programme.

Going into the interview, I was totally unprepared and gave terrible responses to many questions. I thought my academic achievements were enough; I was quickly proven wrong. This helped me identify certain areas that I needed to work on and improve. While I was not offered the summer leadership programme, I learned the importance of preparation and identifying my individual strengths and weaknesses.

About six months after this experience, I had an internship interview at another Big 4. They scheduled me to fly to their office for the two day interview. I spent quite some time preparing for this interview and utilized all the career development services that our university offered. We practiced a couple of mock interviews and watched the playbacks to identify areas for improvement, while also working on responses to various questions. This helped and the next interview went much better, and I was offered the job. This jump-started my career and gave me an invaluable experience that has helped me throughout my professional life.

My biggest takeaway and advice is to be prepared. If you want the job, understand the position, learn about the company, know yourself, and be prepared to sell yourself, while being open and honest about your personal achievements and capabilities.

If you could go back and give your younger self some career or life advice, what would it be?

If I could go back in time, I would tell my 20 or 30-year-old self that your career is a journey - be patient and continue to learn and gain more knowledge and experiences.

I was very eager in my 20s and wanted to grow my career as quickly as possible. I know this has helped me get to where I am today, but, at the same time, I was not always patient for the next opportunity. I think this advice would help me appreciate my current role more, rather than always focusing on the next step.

As a new father, my priorities have changed as I have real responsibility at home as well. Now, I’m trying to learn to appreciate my current successes, while still thinking about the future, and enjoying my responsibilities outside of work.

Thank you to Kevin 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.