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. 

In the summer of 2023, Jurg van Dijk ended his 12-year tenure as Senior Tax Manager at FedEx Express to take on an exciting new role as EMEA Tax Lead for US #1 TV streaming company, Roku. Nearly a year in, we caught up with Jurg to reflect on some of his most memorable career moments and tap into his insights on professional development, leadership and the challenges of retaining talent in a seller’s market.

What excites you about working for Roku?

Roku is a really dynamic and diverse company. It’s not only a streaming platform – it’s TVs, it’s operating systems, it’s soundbars; and perhaps coolest of all, Roku Originals – our original movies and TV series. The company is very focused on growth and development – so although my remit when I joined was to grow the business in the EMEA region, I’m now also busy working on Latin America, India and China. The atmosphere is so friendly and team-focused, too – I felt welcomed, valued and part of something from day one. I’m working with people with different backgrounds from all over the world, too, which I love.

What are the key drivers to success in finance that you watch out for the most?

You need a strong technical background – which might sound a bit boring, but it’s a must. It’s also important that you’re solution-oriented, and able to see not just the answer to a tax problem, but the route to get to it. You need to be careful not to view things with blinders on – keep a broad focus and be mindful of how your decisions impact departments outside of Legal, HR to Marketing and Sales. And you have to be comfortable around change. Change is inevitable, especially in tax law and finance – so if you don’t like change or aren’t prepared to deal with it, you’re in the wrong job!

Finally, prioritisation – I remember learning about the prioritisation matrix years ago in a time-management course and it’s stuck with me ever since. When you’re busy, it’s a really useful tool for identifying what’s urgent, what’s important and what you can delegate or leave for another day.

What have been the biggest learning curves in your career?

I’ve always felt it’s better to have a job that’s constantly changing – because change can be exciting; you’re never bored. Early in my tax career working as a tax consultant, though, I’d prioritise work for the senior partner who shouted at me the loudest… then I’d find myself in trouble with another partner for dropping everything I was doing beforehand! Those years as a tax professional at the Big Four advisory firms taught me a lot – about workload and time management, dealing with stressful situations and having difficult conversations.

Have there been any unexpected lessons you’ve learned in your career so far?

When I was at university, I always thought I was going to go and work for one of ‘the big four’, become a partner and go from there – but after a few years in the role, I realised that a pure tax advisory path wasn’t for me. That’s when I switched to work in industry – for KPN Telecom – working much more “within” the business, dealing with commercial people, legal, HR, etc. That wider scope suited me much more and I’ve never looked back since.

What advice would you give to someone looking to make a similar career move?

Just go for it! Starting in a tax advisory role is always going to pay off in future because it gives you such a good technical grounding. In the Netherlands in particular, the market for tax people is very buoyant – so I’ve known plenty of people who’ve left the big four to go into industry – and plenty who’ve returned after a couple of year because it wasn’t for them. There’s no harm in making a move and turning back – otherwise you’ll never know.

What advice would you give to someone starting their career in finance?

Try to see yourself not as “the person who does the taxes” but as a true business partner – someone who works proactively with the company, looking at the wider business goals, and helping to find solutions that meet everyone’s needs – not just those of the finance department.

What’s your secret to building a strong network?

Get yourself out there! Whether it’s an informal chat by the coffee machine or an in-person seminar, it’s vital to keep striking up conversations with new people, sharing experiences and actively listening as well as talking. It’s not just about talking business, either – when you speak about your personal life, too, the other person’s much more likely to open up and relate to you.

What’s a memorable moment from your career – and why?

Early in my career, the first time I worked on a high-pressure M&A deal, unsupervised by the head of tax – because I was thrown in at the deep end and I didn’t drown! There was a lot of pressure on me and my small team. I went into the negotiations, talked to the other party, reviewed all the documents – it was a big win for me, and I’ll never forget the moment the deal was signed.

Talking of being thrown in at the deep end… what advice would you give to someone else in a similar position?

Trust in your experience and your gut feeling, think about what your next steps are – but don’t overthink it. For example, imagine you’re working on an M&A deal, a proposal comes in from the other side and you’ve got just an hour to respond. You can’t panic in a situation like that. You have to stay calm and not allow room for doubt to creep in. You have to keep swimming!

What advice would you give to aspiring leaders?

Don’t micromanage. I don’t like being micromanaged, and I don’t like doing it myself either. Instead, make sure you’ve got the right people in your team – people you trust, with experience, knowledge and a clear understanding of what you expect from them. Make it clear what they can do for themselves and what you as a manager need sight of – so they feel that sense of autonomy while understanding when they need to connect with you. I also believe in leading by example – walk the walk and others will follow in your footsteps.

What’s your favourite quote or motto, and why?

A motto that a trainer says at my kid's rugby club is: “Don’t try to be better than someone else – try to be better than your former self”. It might sound a bit cliché but there’s a lot of truth in it. If you improve by one percent every day, then in a year you’ll be at least twice as good.

What recruitment challenges do you feel tax managers are facing at the moment?

It’s a seller’s market. There are so many opportunities for candidates in tax now, retaining our experienced and motivated staff is the biggest challenge. At Roku, we do that by keeping people as happy as we possibly can. It starts with making sure they’re well paid, of course, but also giving them flexibility and helping them to feel engaged and involved – so they really believe in what the company’s working towards and feel proud of what we do.

What does life look like outside the office?

I like sports – I play hockey, I’m planning my next skiing holiday with family and friends and I love hanging out with my kids. We spend a lot of time at the rugby club – not playing myself, I might add, or I’d probably break every bone in my body! I love going to concerts, too… oh, and I’ve just bought a banjo (since I am a big country music fan). So far I’ve taken it out of the box – I guess the next step is to start practising!

Thank you to Jurg for speaking to Kieran Hayes, Recruitment Consultant 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.