Katja Meeuwsen-Nass is the Vice President of Human Resources at ASICS EMEA, a global sportswear company that focuses on supporting a sound body and mind. Katja has remained with the company for 12 years, beginning as a HR Project Associate. She shares an in-depth look at her role and the company’s internal initiatives as well as the visible changes in the Dutch employment market.

How would you define the role of a VP of Human Resources?

There are a few aspects. One is to be an advocate for employees. That's not to say I'm the only member of the executive team doing that - absolutely not - but I think I have it top-of-mind more than others. I'd be doing something wrong if that wasn’t the case. To really think about whether we’re doing right by our employees. Or ‘Is this the right direction to go in?’

The other part is to look at the changes in the workforce and the marketplace, identify what we need to do as a company to make sure that we secure the best talent and see how we need to adapt. I also believe that the HR VP or CHRO should have a seat at the executive table for that purpose. Some companies have a different setup and that may work, but if you want to be a great employer and keep getting talent into your company, we definitely need a seat at the table.

What changes have you seen to the Netherlands employment and what in your opinion have been the real key drivers for this change?

We have boomers and millennials in the workplace, but now Gen Z is entering and that has been interesting. People coming into the workforce demand more and maybe this has been heightened by COVID. I recently listened to a keynote speaker who had conducted a study in America, where it seems the younger generation no longer has a ‘dream job’; they’re focused on saving the planet and doing things of value and with purpose. I see that more and more.

Also, we have more people who work four days a week, not necessarily because they have a family to take care of, but because they want more free time to do other things. The newer generation is looking for companies with purpose and jobs they will enjoy. Of course, I am generalising a whole generation, but for them, it is less about a certain title or paycheck.

How do you foster a positive and productive work environment, especially in challenging times at ASICS?

It can be difficult. Of course, there was the pandemic but there are also different things that are happening around the world. At ASICS, we're quite open about the challenges we see, we discuss the solutions and actions we can take. There’s a lot of teamwork and collaboration that goes into addressing challenges, facing them with an amount of positivity and saying, ‘This is what we can do, so let's go for this.’

Can you describe the culture at ASICS?

We’re a global company with headquarters in Japan and we have a set of values that our founders first described 75 years ago. Out of all six values, I think two really come across in the workplace, ‘Be courteous’ and ‘Work as one team’.

It’s quite a flat organisation; very friendly and international; so in our EMEA headquarters, we have many different nationalities, and we all have an affiliation with sports or are passionate about sports. That's also something that makes ASICS a unique place to work.

How does ASICS ensure a fair and inclusive interview process?

In the last four to five years, we have implemented a few initiatives to ensure our process is more inclusive and non-biased.

Firstly, our recruitment staff and managers are trained to be aware of and recognise unconscious bias. Also, the recruitment team ensures we have a diverse hiring committee. That involves gender and ethnicity, but also diverse minds to allow for different perspectives and challenge each other's thoughts – an interviewee may be good, but what's underneath the surface?

More recently, we've introduced a scorecard to assess skills and quantify values, to allow for accurate reflection. Results show that a higher quality interview is produced as people are more inclined to ask better questions and go into detail instead of judging at face value.

Technology can assist with creating a fair and inclusive interview process, but usually, it comes down to people sitting down and chatting.

What does ASICS do to raise awareness around mental health and well-being within the company?

This is an important topic for everyone and one of my favourite areas to discuss.

If I compare now to the 1980s, there has been a generational shift. For instance, my mum was a stay-at-home mum who dealt with the household and private matters and my dad was the breadwinner. For others, the roles were reversed, but there was a clear breadwinner and parental figure, each focused on different tasks instead of sharing them.

Now, more of us go to work and since COVID-19, more of us bring work home. Many of us can no longer compartmentalise our lives or our roles in society anymore. The numbers don’t lie; burnout and stress are on the rise.

ASICS stands for ‘Anima Sana in Corpore Sano’, meaning Sound Mind in a Sound Body, which is our purpose. A few years ago, we noticed that we were using that in our marketing campaigns, but we weren’t necessarily focusing on it enough internally. People at ASICS work hard and are, at times, stressed.

As we tried to make our purpose come to life more internally, COVID hit, and everything was derailed slightly. Since COVID, the workplace has become a space where well-being is valued as much as productivity and engagement; if your well-being is good, then your engagement and productivity increase.

We identified four areas of well-being to focus on throughout the year. Twice a year we have an ‘uplift week’. Our most recent one really embodied what we stand for: we played games and took part in wellbeing workshops such as mindfulness or discussing the female cycle and how it impacts work. Another focus was on financial well-being. So, there are many different aspects of wellbeing that we touch upon to make people feel engaged.

I think COVID sped up the importance of wellbeing, speaking out, having the flexibility to move around and building connections in the workplace...

I agree. It was quite funny at the beginning of COVID where a lot of people spoke virtually and hadn’t quite figured out how to add screen backgrounds. It was nice to have the ability to ask, ‘What's that picture that I see in the background?” and build more of a connection and learn about someone’s personal life.

I'm not sure how it was across Europe but for a lot of our people in the Netherlands, schools closed it was of course a real struggle for some. But it also gave us a common experience; something we were united in to talk about.

Looking at career advice, what strategies would you suggest for someone looking to pivot their career into a new industry?

When you are looking to enter a different industry, look at the skills that you have acquired and how you can apply them differently. There are lots of transferable skills. For example, if you’ve been working at ASICS, Nike, or Puma, but would love to go into FMCG, a lot of your learnings would be transferable. We sometimes hire from outside of our industry because people have certain talents and skills that we won't find as quickly within it.

The other piece of advice is about networking and using your network to get into the area you want to be in. Familiarise yourself with people and strengthen your industry understanding.

How do you anticipate the role of Vice President of Human Resources will evolve as technology advances?

Looking at HR in general, some repetitive tasks will be automated, which I believe is a good thing. Some areas of recruitment, like selection, are going to be much more advanced with AI; for example, you go straight into the first round of interviews instead of spending time on sourcing.

I think the role of VP will evolve to include how we utilise AI in a morally correct way - that's another big debate. Also, to ensure the workforce in HR and elsewhere is ready. What skills we will need to utilise AI? It will require critical thinking and problem-solving skills to ensure it’s implemented correctly.

The human connection side and the managerial aspects: taking care of your team, motivating and engaging people are areas that will grow in importance over the coming years.

How do you ensure that your strategic decisions align with both the company values and market demands?

That is always top-of-mind. At ASICS, we start with our strategic vision and three-year plan, created by the executive team and various experts in the company, which is signed off by the team in Japan. I also look at the plan and what we need to do as an HR management team for the workforce or organisation to ensure its success.

On the one hand, it's around making an organisation fit for purpose, but also looking at what's going on in the world, to ensure that we not only have the right people but we allow them to do a good job and thrive.

Market demand is probably a more difficult question. Some trends and fads come and go. I think we're lucky at ASICS as our purpose and our values are quite stable; as I said they were created by the founder 75 years ago and our purpose is our name. I think there's always been a relevance to sports, but now probably more than ever; a lot of people benefit from sports, so that's a good thing.

It’s interesting to observe different trends, like staying up to date with progress in AI. Within that, be true as a company to who you are. We’re not at the forefront of those changes but it's good to be mindful of what’s relevant to us. In general terms, it's important to stay true to your company values and grounded in what you think is the right thing to do.

What are the three challenges ahead for you as the VP of Human Resources at ASICS?

I feel old when I talk about this but the newer generations – and employees in general – are looking to develop relatively quickly through promotion. It's quite difficult to keep up with that pace because you can't have everyone walking around with a director title; you need a certain balance. Another challenge for the coming years will be exciting, rapid change in the way we work for example due to AI.

The third one would be the globalisation of our company, beyond Europe. We're looking at global talents, engaging people in global projects. I believe that’s a really positive development but at the same time, you're asking people to work from different time zones within different structures. It can be challenging and is something to be mindful of.  

Who did you most admire as a child and why?

The person that pops into mind is Madonna as I had posters of her in my bedroom. There was something versatile about her, she continuously reinvented herself and pushed boundaries. So, she was quite out there.

Thank you Katja for speaking to Laura Summerson in 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. 

Alexandra Dumitrescu-Meier is VP of Finance & CFO, Global Sourcing at Barry Callebaut. She has been with the world-leading manufacturer of high-quality chocolate and cocoa products for nine years, having previously worked for Mondelēz International for 12 years in Greece, Switzerland, and the UK.

What made you decide to embark on a career in Finance?

That decision was influenced by a combination of factors that align with my strengths and interests. From my early days in school, I had a passion for mathematics, which naturally drew me towards a field that uses analytical thinking and problem-solving skills.

As I progressed through education and entered the workforce, I found that Finance gave me the opportunity to apply these skills in a practical and challenging way. One aspect that I find particularly appealing is the end-to-end view it offers, allowing me to be involved in critical business decisions and see the impact of financial strategies on the overall success of the company.

This holistic perspective resonates with me as I enjoy being able to connect the dots between different aspects of the business and contribute to strategic planning and forecasting. In my current role as a senior business (and sparring) partner, I have the privilege of working closely with key stakeholders, collaborating on projects and exploring new Sourcing strategies that have a direct impact on the bottom line.

While the high-pressure deadlines in Finance can be challenging, I thrive in these situations and find them energising. The pace keeps me engaged and motivated and pushes me to deliver results efficiently and effectively. I appreciate the structure and clarity that Finance brings to my work, allowing me to navigate complex situations with confidence and precision.

Many people in Finance cite month-end as being stressful but, interestingly, you say pressure is something that drives and motivates you?

Yes, there’s always the flip side. Look at your strengths and you’ll find your weaknesses. Deadlines can sometimes drive negative results, like too much pressure, but it's a bit of both. There will be moments when too many deadlines overlap and create conflict - of course, nobody enjoys that – but, overall, I prefer that structure and having that clarity. It also comes down to how stress-resistant you are as an individual. I find it more half-full and, after 20 years, I'm used to it.

I know over the last nine years you’ve closely collaborated with Sourcing. What aspects of this partnership resonate with you?

Indeed, I have been a Sales Business Partner prior to this role and switched from one commercial side to the other. It's very interesting to be close to the business and it was a good choice.

Procurement and Sourcing involve very strong commercial content and I find that very captivating, especially in the chocolate industry; my scope is linked to areas like commodities (market evolution), which are impacted by natural phenomena and the financial and geopolitical environments.

Working in Sourcing Finance, supporting a commodity-based business, you have to take in everything that’s going on in the world at a particular point in time; the impact of certain events in the external environment can have a domino effect. That's exciting because you can learn a lot about different markets and different aspects of the economy.

Another thing to consider is the nature of your work itself. In the Sourcing realm, you engage not only with internal but also with external stakeholders like suppliers, and it’s essential to cultivate good relationships on both fronts. To achieve economic objectives in this field effectively, it’s crucial to grasp the dynamics of negotiations and interpersonal interactions.

I learned a lot from all stakeholders and I have been captivated by the Sourcing teams. They bring a lot of know-how and trends insight from the external side and they’re pragmatic in the way they collaborate. In this role, the learnings are huge and multi-faceted. I’ve learned more about people and how they go about things.

The analytical and mathematical aspects of Sourcing resonated with my skills in Finance, reinforcing the interconnectedness of different functions within a business.

That’s interesting. We quite often see people switch between an operational Sourcing or Procurement role and Finance and there does seem to be more of an overlap. Just today, I was talking to a CFO that's now become a CPO.

Yes, as I said, the skillset is very transferable. Throughout the years, I have seen my activity as being part of the Sourcing team quite directly, so not only focussed on Finance – it’s about the broader business decisions where I take a lot of ownership

Across the business, there are many stakeholders and this means extensive interaction with them. I relish the vibrant, multi-faceted environment that this results in. This setting not only exposes me to a diverse range of personalities, but also presents an incredibly dynamic international dimension that I find truly captivating.

The Sourcing organisation spans Asia, America, and Europe; cultures with different ways of interacting and you see aspects from each region in the behaviours from an internal customer perspective. Experiencing these different dimensions is a valuable experience.

We talked the capability building as part of your success. Can you provide some more insights as to your approach within your team?

My team is global, based in different regions. It’s been quite a journey as I built this team from scratch and now there are more than ten members. Building and developing their capabilities has been a rewarding aspect of my own career journey. In fostering collaboration and knowledge-sharing among team members, I’ve found fulfilment in empowering others to grow and succeed.

One by one, in each region, I had the opportunity to organise the roles and I had to build capability around certain areas, because you don't always find the exact fit talent, with the complete skillset developed in the way our department works. It’s multi-layered and, of course, I learned a lot on the journey. That's why I stress that I was building up from the beginning; I believe one fine-tunes the approach along the way.

I dedicate time to listen to my team’s needs and hold internal, face-to-face workshops where they learn from each other, to transfer best practice between regions; when one team member develops certain analyses in one region, how do we lift and shift that into another? How do we manage and leverage this into a global approach? It’s key that we bring them together.

It's also key to provide the opportunity for small group collaboration: two or three-person teams assigned to global tasks, driving learnings between China and America, or Turkey and Belgium, for example. We’re more tactical in how we apply these.

On the team approach, what is very important – and I went through this a lot – is not only how you listen to people, but also how empower them to act; giving them the freedom to formulate new approaches and implement new projects so that they learn through that process.

If you provide them the empowerment and liberty to learn, they will. They will open a book, look online, check internal and external sources, and they will try to own it. I’ve found that through giving ownership and responsibility, people learn a lot more than by saying, "Do this and then that." That’s an old way of working.

In the context of capability building, have you found that digitisation plays a role in enhancing your team's efficiency and effectiveness?

Yes, that's a very contemporary topic. I think every Finance team values having this information at their fingertips and tries to implement new systems. We’re very active on that front, using new technology to maximise efficiencies and, within the organisation, move Finance from the controlling element towards being a business partner, a storyteller, an influencer.

We’re moving at full speed on these internal developments and my team has been very curious and eager to learn and want to evolve in that area. It's a tremendous change and I think in five years from now we will see much more of these new dynamics of the way we interact and collaborate within the business. In the future, there will be a completely different way of working.

The skills required will also change the way people are trained for certain roles. It will be interesting to see how roles will evolve because of all this information: will all the information be needed for the decisions? There will be much more on the radar of business professionals.

It's very exciting. For the past five years, we have been looking into those areas. The next five years will be super dynamic, and we’ll see a difference in who is going in each direction. The extent to which artificial intelligence and machine learning can be applied will be a differentiator.

There's a lot of opportunity, but there are concerns and questions around the security of data, for example, using AI tools within Finance. Hopefully, those questions can be answered at the same pace as the technology moves…

Of course, there are security concerns. Information is much more exposed and granular via these new tools than it used to be, but that comes with risk. I leave it to the specialists in the IT department to keep us safe and we do not use tools that are not agreed with these specialised teams. The business’ data needs to be safe and remain in the right hands.

What is your approach to keeping on top of technology advancements or trends shaping the Finance landscape?

By actively participating in external events, leveraging online resources and networking with industry professionals, I make sure that I’m learning and evolving continuously in response to the changing demands of the field.

I try to join conferences as I learn and absorb information better if I’m connected to people, so definitely if it's a conference, an exchange, a networking event - something face to face - I prefer it, but I follow podcasts and online content if my schedule doesn't allow.

I also use apps like Blinkist and Headway to learn and absorb new insights from professional books in a summarised format - not necessarily only in Finance. It's important to learn how to manage time, manage conversations and manage leadership, for example. There is a lot out there and through apps and online tools that becomes more efficient. It all creates new learnings.

Even with progress, there's still a disparity in women in Finance leadership roles. What advice would you offer to aspiring female professionals?

It's a multi-layered question and not straightforward to advise; I discovered the options along my path step by step and I believe it's down to individual preferences. But I can say something for female professionals in general, because not a lot of women choose Finance. The CFO role is perceived to be very masculine and it's not easy to attract young women to this kind of role.

One piece of advice I have for women attracted to Finance is to work first on what they enjoy and secondly have a mentor or an advisor. Not just an external mentor but also colleagues, to better understand their environment - not necessarily Finance but other business areas, as well. It's helpful to understand behaviours, changes and phases of a business, mastering the mind and how to approach things. Mentors not only help you work on personal mindset, but also on collaboration.

Consider your approach to collaboration: some people perceive that they bring fewer or less valuable solutions than their colleagues. I’d always encourage young female professionals to value their logic and focus on solutions. With a positive outcome from the solution, no one will focus on whether you’re female or male. Along with what you bring to the table, your thoughts and solutions, bring integrity and aim to do the right thing - bring all of you. Then you will make a difference.

For one to be successful, another key element is resilience. I would put this quite high on the list of priorities for young and/or female professionals. Speak up in front of others and convey what makes you tick. What do you want to achieve from people and collaborations? Don't let it go by just by chance. Be clear about what you want. Women tend to pull back, stay low profile and that doesn’t help them achieve a senior role.

I have changed countries and moved a few times in my life from Romania to Greece, to the UK, to Switzerland. I have had my cultural challenges and that builds a certain resilience in my approach. I also think it's important to take things lightly and with a note of humour, especially when there’s the perception of CFOs being very rigid.

Lastly – and this may not be significant for every culture – for a woman to open doors, my advice would be to dress for success. If you appear confident in what you wear and how you come across, your presence in the room will have more impact. When that happens, your mindset will stay positive and you’ll have a better opportunity to make your point in the right outfit.

That's interesting. In the past few years, people moved to working from home more and there seems to be a shift to more casual attire, as well. I agree that it impacts the mindset…

For me, it does. There is casual and there is casual. Your look needs to be right for you, for how you perceive yourself and how want to come across in daily interactions. You don’t necessarily have to wear something so sophisticated, but I do think that to some extent there’s a subconscious connection between that confident presence and successfully articulating ourselves.

Do you think Switzerland is still as attractive a location for forward-thinking professionals as it used to be?

It's a good debate, but I think it's still attractive on balance. Of course, there has been a trend to move Finance roles to different markets. Technology brings new tools and systems, we may potentially see further consolidation of activities in certain geographies, so perhaps a little less opportunity but the firms that have stayed and have a good presence still want to attract top talent, and that talent will never be a challenge to find here - that's still the case.

I think globally we’re leading the charge in ways of working in Finance. Capabilities will be different in the future as other geographies will also change and their populations shift accordingly.  

Switzerland is very international; you can work in English. There is an expat community here and there’s a lot of possibilities here compared to other geographies. It's probably a bit more limited by the availability of roles, but I think the country itself offers a very good base for professionals.

What are the aspects of your role that you find most fulfilling?

As mentioned, I find the most fulfilling aspects of my role in Sourcing Finance to be the diverse range of content and responsibilities, the collaborative work with my team and senior leadership, and the opportunity to make a positive impact in my areas of focus.

My current role encompasses a wide array of topics including accounting, financial planning & analysis, working capital initiatives, business partnering, supplier and sourcing-related inquiries, export-import activities, tax matters, and technology applications, to name a few. This breadth of content brings me satisfaction and the chance to excel in various areas.

I find the challenge of working with diverse global cultures across different timezones incredibly stimulating and that fuels both my personal and professional growth. Despite the challenges of dealing with distinct cultures remotely, I push myself and strive to strengthen myself professionally. I also value our open and diverse environment that encourages individual contributions and innovative thinking.

For me, it’s essential to be in an environment that offers rich content and opportunities, encourages new challenges, and pushes me to expand my limits. I believe our environment promotes diversity, acknowledges the value each individual brings to the table, and challenges conventional thinking, which, in turn, fosters respect, consideration, and balance in our interactions.

The high energy within the team is palpable, and while I may sometimes tackle tasks at full speed, I also ensure to maintain a sense of balance and collaborate. This approach values individuals beyond gender and other superficial aspects. My team and I often express how we feel empowered to make a difference, and that’s a key motivator for them and for me.

Thank you to Alexandra for speaking to Meriel Graham, Director in our Finance & Accoutancy recruitment team in Switzerland.

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

Nazim Ünlü is the Global People & Organisation Director (HR) at Novartis, based in Basel. A Human Resources Leader with 15+ years of experience across multiple industries, Nazim is known for simplifying problems, driving consensus across regions & cultures and successfully delivering transformative change in complex, global organisations.

What is the most enjoyable aspect of your job?

I enjoy working in HR because it gives me the chance to positively impact people's lives. The human aspect of Human Resources is particularly important to me. I can assist people in advancing their careers, resolving workplace conflicts, and creating development programs that boost motivation and bring happiness. I also believe that HR professionals play a vital role in shaping organizational culture and employee experience. This role is strategic and fulfilling since employee experience significantly influences the workplace and overall culture. Working in HR is truly rewarding, and the field has improved significantly over the past 20 years.

We've discussed AI and digitalization in the past - and I know it’s one of your passions. How do you manage internal stakeholders to see the value of technology in HR and ever-evolving digitalization?

I had a chance to work as an HR Lead of the R&D Digital program called data42 at Novartis. I had an opportunity to learn a lot about digitalization and its implications and adaptation to a more extensive/complex organization setup. If the technological/digital ways of working are not widely embraced within the organization, it becomes even more challenging when you add an extra HR technology.

Regarding stakeholders, HR technologies are managed by the IT function - we can't do this alone. Convincing internal stakeholders of the value of HR technology for digitalization is not easy. It is quite a challenge, and to tackle this, we need a strategy to adapt, persuade, and gain support from stakeholders. Personalizing AI and HR technology to fit your company is the starting point because not every groundbreaking idea aligns with your current needs. The generation of value should bring mutual benefits. Looking back, the educational aspect is crucial. We need to show stakeholders how they can benefit from integrating HR technology. What efficiencies will be gained? How will it improve our employees' experience?

The second aspect is demonstrating return on investment - how can we show a positive ROI? Will productivity increase with the use of HR tech? Can it reduce recruitment costs and support the business P&L? Or what will you do with the extra time when the Technology/AI eliminates the administrative part of your job? What will you start doing, and what will be your trade-offs? You should honestly ask these questions and adjust your USP very clearly.

Thirdly, piloting the technology to showcase and demonstrate its effectiveness is essential. So, engage with your stakeholders early to collect inputs rather than rush to build a PERFECT Product!

In the meantime, scaling up quickly may cause organizational challenges or resistance as only some have the same urgency or understanding about what you are aiming for, bringing a digital product to change their way of working. We can build confidence and gather further support for the initiative by piloting with early adopters. Lastly (and I hesitate to use the overused term 'change management' in HR), communication is crucial. How can we create a simple ecosystem where people are not forced to use HR technology in a specific way? Without user buy-in, we won't be able to assess the impact of the technology.

I noticed on your LinkedIn profile you received a reward for being the most curious HR Business Partner in the region in 2012. Is it innate inquisitiveness that has driven you to continuously push HR initiatives forward?

I'll certainly remember that. Around 13-14 years ago, while working in Turkey, I received the recognition. Curiosity is a powerful motivator, especially from an HR perspective. As a Talent Acquisition professional, curiosity is crucial as it allows you to effectively learn about someone and evaluate them for a specific job. It also enables you to consistently search for innovative solutions, leading to different interactions with HR functions and products. Curiosity is closely tied to diversity and inclusion, as it entails being open to new ideas and seeking diverse solutions, which contributes to inclusivity. Lastly, I was fortunate to work with open-minded leaders. Our Country HR Head, Senay Kizilkaya, and Regional HR Head, Urs Karkoschka, created a humble ecosystem where learning and enjoyment went hand in hand. (With this chance, I'll share my regards with them.)

How do you go about creating a good working culture in your teams?

Culture is critical in the human resource department, fostering organizational harmony. It shapes our daily actions and influences why some people stay or leave. Building a positive culture starts with clearly defined values effectively communicated throughout the company. Leadership must not only share these values but also embody them, serving as a role model. Leaders' behaviors, akin to their shadows, influence and set an example for others to follow. Involving employees is crucial for instilling these values, enabling them to truly grasp and live by them. Recognition is essential, too; appreciating and acknowledging employees fosters a culture of giving, allowing them to embody the company's values.

Furthermore, grasping the positive aspects of culture through learning and development and providing diverse and tailored solutions is key. Particularly in today's world, learning and development programs should cater to employees' individual journeys, contributing to a unified culture in which people feel free to be themselves at work.

And if you had not taken the HR route Nazim, is there a different career path that you might have explored?

My professional journey did not commence in Human Resources. Initially, I embarked on my career in the strategy department of a corporate bank. I am fortunate to have established connections with esteemed HR leaders who introduced me to this field at my previous organization. Growing up in an academic environment —my parents being educators— had I not pursued a career in HR, I likely would have gravitated towards the education sector, focusing on roles related to people leadership, consultancy/strategy, and similar domains.

And looking back, what advice would you give to someone wanting to create a successful career within HR?

Keep your curiosity alive as a starting point. Stay updated with trends and continue learning because HR is more dynamic than ever, with technology and changes in the world's social construct (it may sound disruptive but also try to UNLEARN!).

Moreover, building relationships with diverse stakeholders is crucial as you need alliances to develop a strategy. Underline the importance of data literacy in HR, particularly in the context of analytics and AI. While some HR professionals may shy away from this area, it's a crucial skill to develop. If you aspire to be a CHRO, you need to be able to read and analyze data to inform your function's strategies.

The other element is advocacy. If you are content to share and enforce policies like a policeman or policewoman – sorry, nobody will listen. You're here to represent the human function, and you need to advocate for people. We have so many good tools in HR that you can build a diverse, equal, and equitable organizational culture and support this in your approach. It is so important for me personally to advocate for people! Remember that HR is about people, not just policies or frameworks.

Thank you Nazim for speaking to Drew Larcombe in our Human Resources recruitment team in Switzerland. 

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

Kenneth Eintoft is the VP Group Finance at DFDS with over 25 years of experience in global, capital-intensive industries. His international assignments have included roles based in Denmark, Panama, the USA and the Netherlands.

Kenneth specialises in financial reporting, M&A, and full funding strategies for large organisations, including financial process optimisation through technology and offshoring. He also contributes to the creation and application of IFRS accounting standards.

What risks have you taken throughout your twenty-five-year career and how did they help you reach the level you’re now at?

Throughout my career, I have taken calculated risks by ensuring that 75% of the new role was within my expertise while 25% was an area for growth, allowing me to continuously improve. I also transitioned from smaller to larger companies, with the exception of my current role at DFDS, which is smaller than my previous employer, Maersk.

I believe in taking risks that offer a reasonable chance of success and I’ve mentored others in my team to do the same, ensuring they have a solid foundation to build upon. While the '75/25' split mentioned might not be exact, there should be a balance between familiar skills and new challenges; it could be a 50/50 or 60/40 split.

I joined DFDS for the challenges it presented and to work with the hiring manager, the former CFO. The company was on a growth trajectory at the time and, coming from a huge international company, I saw both a challenge and an opportunity to help drive that growth. I found that interesting then and still do today.

I have also spent time in Panama as a regional CFO with APM Terminals, and that meant jumping in at the deep end. I remember driving to the hotel on arrival, reflecting on the fact that I didn’t know when I’d see home again. In the end, I was away for about a year in both Panama and Virginia and rose through several levels, accelerating both my career progression and personal growth. If you have a chance to do something like that, take it - even though the challenge may seem insurmountable.

Did your wife go with you?

Yes, my wife went with me. To top the story off, three weeks after the move, I was notified that the North and South America regions would merge, and I effectively didn't have a job. Our belongings that we’d shipped hadn’t even arrived at Panama City’s port yet. We discussed our options over the weekend, considering whether to return to Denmark or wait and see what opportunities might arise. We chose to sit tight and wait, which eventually led to my job in Virginia.

In many aspects of life, when you think about it, saying no is the easier option because it excuses you from the effort that comes with successful change. But the moral of the story is that you must take risks if you want to achieve something - and make sure you are aligned with your morals, work ethic and family.

If you could give your younger self some career advice, what would it be?

One thing that has always annoyed me is not finishing my master's degree. When you're young, it's easy to be swayed by others, and that can lead to you taking different roads in life. I would tell my younger self to concentrate on my strengths.

Although I didn't know then what I know now, I believe in being positive and not dwelling on regrets. I believe in the good in people and that I will prevail. Don’t spend too much time looking back. It's ok to reflect on past experiences but use them to move forward rather than regret them.

You witness that the most clearly when you change jobs: You take things with you from the old company to the new. What has also helped me is having great managers for most of my career. I have had poor managers too and, as my career hasn’t been one progressive incline.  I’ve switched between managerial and specialist roles and realised that voicing your opinion is necessary to help your manager get better, otherwise, nothing will change.

What would have been your second career choice and why?

I considered engineering because I enjoy both maths and complex problems. I like the idea of working with big assets and solving technical challenges. Although it sounds unrelated to my current field, I used to work with engineers in a venture company and I found it interesting.

What is the most surprising thing that has happened during your career?

Other than moving to Central America and finding out I didn’t have a job...? Earlier in my career, I was focused on becoming a chartered accountant and it was a blow when that didn't happen. When I began to focus on what I was good at, things improved.

When I moved to The Hague as the Global Head of Finance for APMT, I knew I wanted broader responsibilities but didn't know exactly what that would entail. I have increasingly given up planning my career in great detail and become more opportunistic. That shift from having a set goal to playing it as it comes was surprising in a way and liberating in another.

What are the three challenges ahead for you as a VP of Group Finance?

The three main challenges I face this year include integrating two large company acquisitions, which we tend to do every year, implementing a new ERP system, and managing the complexities of ESG and CSRD compliance.

The ERP system implementation is ongoing and, despite completing the initial scope, the company's growth means we need to continue this work for more than two years. Additionally, we are introducing a new consolidation tool to streamline processes and make life easier for those in group functions and within the subsidiaries.

The ESG and CSRD compliance is challenging due to complexity; last year we had some assistance from an external consulting company. Since then, we have hired a great team of three to address these requirements. That was a super interesting process as I wrote the job specs myself and had the chance to interview people who I never thought I would, such as people with anthropology as part of their education.

How does your company work to retain high-potential employees?

We focus on two main strategies to retain high-potential employees. Firstly, hard work by managers to engage in open conversations with their staff, to understand their dreams and aspirations. I can’t read people’s minds and they can’t read mine, so the more we communicate, the better chance we have of offering the opportunities that align with their goals.

Secondly, we have two major drives: a clear environmental agenda - which motivates young people by showing our commitment to responsibility and problem-solving – and our growth story. DFDS has doubled in size over the last five years and this helps to attract candidates who want to be part of a successful, growing company.

What is your favourite motto or quote and why?

My favourite quote is from Tennyson's Ulysses: “To strive, to seek, to find, and not to yield.”

It resonates with me as I want to improve continuously. If you want someone to stand by an assembly line and grind away, don’t hire me. I like to change and prefer evolution to revolution. However, you do need a stable base while being persistent and adaptable, especially in challenging situations. Over time, I’ve come to realise that I am fairly good at meeting headwinds.

Thank you to Kenneth for speaking to our Michelle Ewing, Client Developement Director at EMEA Recruitment.

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

Margaret Breen is a Swiss-based commercial Supply Chain and Merchandising executive with extensive omnichannel experience. Her international career spans diverse companies including Nike, Danone, Dufry, and Chalhoub Group.

In this intriguing interview, Margaret expressed her excitement for the evolution of the supply chain function, highlighting the role of technology and automation. She also shared her approach to change management and transformation, offering five key insights for leaders to ensure success, and explained why following her curiosity was her best career strategy.

With your impressive career in Supply Chain & Procurement, what keeps you excited about this field, and how do you see it changing in the future?

As a Supply Chain executive, I am excited to experience the journey of adaptation and possibilities in supply chain management. Supply Chain is a dynamic web of processes that offers a mosaic of challenges and opportunities, making it a truly fascinating industry.

I enjoy having the ability to impact the business positively and create tangible results. No two days are the same. The diverse ecosystem of stakeholders, including suppliers, distributors, customers, and internal departments, brings a sense of fulfilment when brought together.

I’m also a curious individual who enjoys problem-solving. Sometimes, it can be challenging, but I tell myself to stick with the problem and follow it upstream until I identify the root cause.

Looking ahead, Supply Chain will evolve as technology takes centre stage, and roles will change. We now have capabilities we once only dreamed of, and the sky’s the limit. The times when a Planner pressed F9 to manually refresh data and went for a coffee whilst waiting for the computer to finish are gone.

In the past, data was important but not crucial. Today clean data points are paramount, causing a shift for many organisations. Carefully piloted and enabled automation will equip teams with tools that transcend routine tasks, creating space for creative problem-solving, strategic planning and micro-managing a new market or product line.

The journey of combining technology, processes, and people promises an exciting chapter for the Supply Chain industry.

You've taken on many challenges in your career. Can you share a few risks you’ve taken that really paid off and helped you reach where you are today?

I've embraced various challenges that have shaped my journey. One significant risk I took, which truly paid off, was hiring for attitude over competencies. While it may not always be the conventional approach, I firmly believe that attitude is far more valuable than skills or industry knowledge. Competencies can be trained, but the right attitude is difficult to cultivate.

Another risk has been focusing on adding value beyond immediate key performance indicators. This means looking at the bigger picture of what moves the business forward and benefits our customers and partners. It’s not always a straightforward path, but staying true to core values and learning from failures and wins alike has helped get us where we are today. Success is rarely an overnight phenomenon or the result of any single decision - it’s the culmination of risks taken outside the comfort zone and a willingness to acknowledge learnings.

For me, the ability to see beyond the day-to-day and nurture the right mindset and values in my team has been crucial. These pillars have guided me over the years.

You've led a lot of change management projects, especially in digital transformation. What do you think are the 3-5 most important factors for making these projects successful?

Firstly, trust is the foundation for gaining people's buy-in and willingness to change. Be transparent, acknowledge difficulties, and follow through on commitments. This is incredibly important if you are new to leading a team.

Secondly, minimise uncertainty. There is no space in people's minds for creative solutions when they feel uncertain over what is to come in their personal future. The team's energy is best spent on the work and not guessing about strategy or plans.

Furthermore, focus on building and defining a shared vision. Having a clear vision for the future gives the team purpose, ensuring they understand the rationale and benefits, which helps motivate them through challenges.

Additionally, be specific in describing key milestones and metrics of success. This helps the team understand priorities, set progress benchmarks, and evaluate outcomes. Plan the work, test, learn, analyse, and adapt as needed.

Finally, communicate frequently. Share progress, wins, and lessons learned and ask for input. Listen and be responsive to feedback. This ongoing communication and engagement build momentum and support for the changes. With the right mindset and approach, executives can motivate teams to achieve transformative results.

Your career has followed a clear and impressive path. How did you plan your development to achieve such leadership roles?

My career path may appear impressive and pre-planned, but in truth, I never set out with a rigid strategy. I followed my curiosity and said yes to new projects and challenges that came my way. This openness led me down unexpected avenues beyond the bounds of Supply Chain, expanding my skills and perspectives.

I spent time learning about marketing, demand creation, financial structures, and category management. While satisfying my inquisitive nature, these experiences fostered an understanding of my colleagues' roles and goals. I gained insight into how all the pieces fit together and how each department contributes to overall success.

More than strategic career planning, it's been my willingness to pick up problems and see them through that opened doors over time. My broadened knowledge across disciplines helped me make connections and ensure my team and I added value to our peers.

In retrospect, following my curiosity was the best career strategy. I let each opportunity guide me to the next, allowing me to develop the diverse expertise and collaborative spirit needed for leadership roles. So I would conclude that my strategy was to follow my curiosity with a red thread of problems resolutions. It’s been an exciting journey of growth through saying yes.

Based on your experience with data-driven decisions in supply chains, where do you think the future of Supply Chain & Procurement is headed, especially with new technologies?

I am most excited about the power of data analytics and predictive insights. Today's technology allows us to accomplish so much more than we could just a few years ago. I remember when running complex calculations would freeze our computers for long periods.

In my past role, we have established an analytics framework with our data science team that provides descriptive, diagnostic, predictive and prescriptive key performance indicators. For instance, product availability is top of mind for every retailer and brand. We can instantly analyse our 98% availability and quantify 1.2 percentage points due to vendor fill rate issues, 0.7 points due to delivery delays, and 0.1 points due to quality problems. This granular, real-time visibility allows us to prioritize process improvements in a data-driven way (all illustrative).

Even more impactful is using predictive analytics to forecast future availability and identify potential causes of gaps while there's still time to act. This is a true game-changer for supply chain planning and execution.

Technology is the enabler, but human judgment and collaboration are still essential. The supply chain leaders who can best leverage data-driven insights to enable partnerships, transparency, and risk management will be poised for success. Overall, I envision the future of the supply chain as integrated, intelligent, and people-centred.

As a leader, how do you plan for your team’s future to ensure they meet the business needs and industry changes?

I think it all starts with the definition of a leader. My leadership role resembles that of a Sports Coach. As a leader, I plan for my team's future by focusing on alignment, capability, and development.

I like to start by ensuring alignment on mission and vision. The team needs a clear goal to work towards. I promote open communication within the organisation to understand changing business needs and industry trends. This allows us to pivot our strategy while retaining alignment on overarching goals.

I aim to build organisational capability by fostering a mix of skillsets and perspectives. Our team includes long-tenured experts who provide institutional knowledge, innovative thinkers who bring fresh approaches, and emerging leaders who will own new initiatives. This diversity of experience allows us to look at situations and challenges from a different angle without starting at the beginning. This helps build the resilience needed to meet challenges from multiple angles.

Let’s not forget the individuals. I invest in my team's professional development through customized goal-setting and development plans. People grow in different ways, so a tailored approach to coaching is my “go-to” which I promote at all levels of the organisation. Stretch assignments outside of comfort zones drive growth. With the right mindset and support, the team can navigate uncertainty and thrive in times of change.

In summary, through alignment, capability-building, and development, I aim to empower my team to deliver on current needs while continuously improving to meet their future personal career goals. Overall, with the right mindset and the agility to pivot, the team will be able to face the unruly water ahead.

What book or podcast has influenced your leadership the most, and why would you recommend it to others?

I have two recommendations; both are quite dated but still very much relevant. The first would be Who Moved My Cheese? by Spencer Johnson. This fun and clever parable tells the tale of four characters (two mice and two people) and how their approach to change is fundamentally altering their lives. It contains important lessons about change management that I reference frequently as a leader:

1. Expect change - markets, technology, competition - the cheese will move. Be ready for it.
2. Don't waste time wallowing when change happens. Act quickly.
3. Be willing to step outside your comfort zone. Explore new solutions.
4. Enjoy the journey as much as the destination. Have fun with change!

Change is the only constant, and as a leader, I cannot become complacent. I choose to adapt. Embrace the situation and look for the learnings. Who Moved My Cheese? provides simple yet profound guidance for leading people through change.

My second recommendation would be Tuesdays with Morrie by Mitch Albom. It is a book I read some 25 years ago, and it was a staple for all emerging leaders at Nike. In this moving memoir, Mitch reconnects with his former college professor, Morrie Schwartz, who is dying from ALS. During their weekly Tuesday meetings, Morrie imparts his life lessons and philosophies on living a meaningful life.

Three key lessons have stuck with me since reading that book. First, value the relationship; we are human, and connection is crucial in and outside the office. Secondly, love what you do. I believe that when you choose to take on a role, the best way to go about it is to love. When you are invested in the outcome, it is no longer about hitting a number, it goes beyond that. Lastly, acknowledge your area of control. Focus your energy on what you can influence and keep your eye on the horizon.

I believe there is always a learning in each experience. I have learnt from books, mentors, and team members.

Thank you to Margaret for speaking to our Procurement & Supply Chain recruitment team in Switzerland, led by John Byrne.

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

David Upton is Regional CFO: EMEA, Brazil and Global Export Director of Finance at HOYA Vision Care – a company that’s dedicated to creating impactful change in the global eyecare market. We learnt more about HOYA’s ambitious sustainability targets and focus on innovation, and how David’s diverse career has shaped his goals and leadership style.

Tell us about HOYA’s unique One Vision programme. How do you use it to keep your teams committed to achieving the company’s sustainability targets?

One Vision was set up to help us achieve our ambition to become a more connected, conscious, and impactful organisation. It’s a scheme that unites us – as individuals and teams – to achieve our common goals, to use the insight we have on our communities to support them, to reduce our impact on the environment, and to create a safe and diverse workplace. It enables us to learn from each other, to listen beyond borders, and work together to create a sustainable impact in the long term.

We’ve put three pillars in place to help us structure our approach to this – Community, Environment and Workplace – and this brings great clarity of purpose. Everyone understands how they can make a contribution. While it starts with individual employees, the actual power comes from a team approach across functions and across borders.

We’ve seen some great initiatives recently. For example, to mark their National Environmental Week, our Brazilian team decided to plant 140 trees as part of a reforestation initiative in Rio de Janeiro and Sao Paulo. Our Indian team also launched a vision screening campaign for commercial vehicle drivers, partnering up with the Indian Optometric Association (IOA) and All India Optical Federation (AIOF) to test the vision of drivers at the Harayana Roadways’ Bus Workshop in Gurugram and supply free spectacles to those who needed them.

We also have a longer-term partnership with an organisation called Orbis, which provides communities across the world with sight-saving interventions and education on eye health care. This collection of projects – big and small – gives us the ongoing momentum and framework we need to support and incorporate the One Vision initiative into our day-to-day goals.  

We’ve got an exciting journey ahead, with a target to reach 100% renewable energy by fiscal 2040, with an interim target of 60% by fiscal 2030. That’s going to require continual dedication and innovation from each and every HOYA team, globally – and initiatives like this are a great way to keep us united and committed.  

If you had to choose just one of your organisation’s key values (Care | Learn | Empower | Adapt | Respect) to sum up your work ethic, which one would you choose and why?

Honestly, I don’t think I could choose just one. I believe it’s the balance and symbiosis of all of them that will enable us to achieve our vision – to innovate for a better tomorrow.

Innovation is core to HOYA – it’s positioned right in the middle of what we’re all about, and every one of our values sits around that. It’s what enables us to share experiences and problems in a joined-up way across the entire organisation, so we can create real, lasting change and impact.

What’s been the most rewarding part of your role at HOYA?

There are two key elements. The first is something I’ve already touched on, which is being part of a truly innovative organisation that makes a difference to people’s lives. That gives me the energy, the excitement, and the enthusiasm to contribute, lead and drive the team as much as I possibly can. I wear spectacles myself, so I’m no stranger to the magic of vision care.

By 2050, it’s estimated that five billion people - or roughly half the global population - could be affected by myopia (short-sightedness or near-sightedness, as it’s more commonly known), so the innovation we’re driving at HOYA is of huge importance. The work we’re doing to help people - children in particular - is the thing that touches me most. It’s why I fell in love with the medical device business.

For example, we launched a highly innovative, multi award-winning lens called MiYOSMART especially for children. It’s clinically proven to slow down the progression of myopia and combat this massive challenge facing the global population, and it’s now been rolled out around the world. I’m a parent of two, who are both slightly myopic, which really brings it home that not only our children benefit, but their families, too.

Another really rewarding part of my role is that I’m privileged to lead a brilliant and culturally diverse team of Finance professionals, at the same time as being part of a wider global team. Part of my role is creating clarity around what we’re doing and why we’re doing it, giving teams the freedom to set their own goals and actions within that wider framework. Seeing people working hard, together, towards that common mission brings me such energy.

You’ve had an exceptionally diverse career, starting out in consulting before moving into hospitality and events, then venture capital, and now the medical equipment manufacturing market. How did you seek out these opportunities as you navigated your career path?

There’s a common theme running through my experience. I started off with a Master of Civil Engineering qualification way back, and landed what I thought would be my dream job of a Coastal Design Engineer.

I was as born on the South Coast of England, so it was something I’d always wanted to do. However, I quickly realised that the rest of the Engineering team were both excellent design engineers and excellent windsurfers – both of which I realised I was not good at!

At the same time, I realised my strengths and interests – building things, creating growth, and making improvements. At that point, I joined Ernst & Young and that gave me the opportunity to learn very quickly about a broad range of businesses across many sectors. I thrived on that variety, because it gave me insight into multiple different companies, while helping me understand what enables growth in them.

After working hard during the audit season in these industries, I jumped at the challenge to get involved in other projects, such as mergers and acquisitions, supporting start-ups or leading IPOs (Initial Public Offerings) – both in London and as part of the global secondment programme in Munich and across mainland Europe.

That growth has been the key element of my career, especially given that the hotel business has such a strong internal expansion plan. Working within Virgin’s core launch team was exciting, too – building something from scratch, creating growth from nothing, essentially.

From there, I found Straumann, a fast-growing Swiss dental implant company, initially in the UK, and then moving onto an international secondment in the Benelux to look after the team there. Now, HOYA allows me to continue that passion I have for blending growth, leadership, and making a difference to people’s lives.

Looking back, is there anything you would have done differently in your career? 

Of course! Hindsight’s a wonderful way to clearly see things that weren’t always clear at the time.

Personally, I love the proverb, “The best time to plant a tree was 50 years ago, the second-best time to plant a tree is today.” So, it’s not about regret, but - if you identify something you could have done differently in the past - make the change now and let the growth begin. I’ve used this proverb many times - it’s so powerful. I love it.

Thinking about the best manager you’ve ever worked for, what was it you liked about their leadership style?

One of the benefits of moving between different roles and companies over the years is that I’ve been fortunate enough to work for – and learn from – many great leaders along the way.  

My most inspirational bosses have always been clear about what we’re going to do and how we’re going to measure it. But, most importantly, they’ve always given the why behind it. And, critically, they’ve encouraged me to get to the solution myself, while offering their support, mentorship, and coaching.

It’s that trust, that individual empowerment, that I always found so motivating, so I’ve tried to replicate that with my team. You’ll have to ask them if I’ve succeeded, but that’s always been the approach I’ve tried to take in my own position as a leader. Seeing my team grow as a result is the best reward.  

Another thing I’ve learned over the years is to recruit only great people – never settle for second best, not only in terms of abilities, but the cultural fit into the company, as well. If you slot the best individuals into a company and team culture, then you set everyone up for success, and can support them to find their own path to achievement and fulfilment.

What’s the best compliment you’ve ever received?

It has to be any sort of positive comments about my team. That’s the best compliment, when someone says, “This person’s done a great job”. It’s not necessarily because of me, but it may be that I’ve influenced or helped bring someone to that point. There’s no better feeling than that.

What’s the last thing that made you smile?

No matter what challenges I’m facing that day, it’s meeting and talking to people, soaking up the team’s energy and the positive environment they create. That’s always guaranteed to make me smile.

Thank you to David for speaking to Director Hannah Mallia 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.