EMEA Recruitment Podcast

We were pleased to welcome Jakub Bejnarowicz, Regional Director, Europe at AICPA & CIMA, onto the EMEA Recruitment podcast.  The conversation opens light-heartedly, with Jakub sharing a recent moment when his three-year-old son imitated him by putting papers into a folder and saying, "I am going to work," which made him smile. He reflects on how children observe and mimic behaviors, wondering if his son might one day follow in his professional footsteps. The discussion then turns to our upcoming event, How to Manage with Impact: The Human Side of Leadership, taking place on Thursday 23rd October in Zurich, in partnership with the Chartered Institute of Management Accountants (CIMA). Jakub will be one of four senior panelists sharing their insights and experiences. He encourages Finance and business leaders, as well as CIMA members, to attend – register now. When asked about his career journey, Jakub explains that he began by promoting higher education internationally, recruiting students and faculty, and fostering cross-border academic partnerships. A turning point came when a recruiter approached him to establish CIMA's operations in Central and Eastern Europe, starting in Poland.  Jakub has now worked with the organization for almost 15 years. He finds it inspiring to collaborate with highly skilled Finance professionals and leaders to help them upskill. What excites him most is connecting people, building teams, and forming partnerships across Europe, including with local recruiters and educational institutions, to help individuals succeed in the profession. For Jakub, this work connects deeply with his heart, making his role especially meaningful. Over time, he's learned that while Europe's diversity is its strength, it also requires understanding of each country's unique education systems and professional traditions. For CIMA, that means building bridges, creating partnerships with local institutions, and finding shared purpose. He's particularly proud of initiatives like the recently launched CFO Program in Geneva. Above all, Jakub says that success always comes down to people: investing time to build genuine relationships, earning trust, and finding common goals. Relationships, he notes, take time to cultivate, especially in Finance, where credibility and trust develop gradually. Asked about his passion for helping people, Jakub shares that he developed people skills over time. Attending boarding school helped him gain independence and confidence. He also credits his upbringing - his father was a mayor and his mother a general manager of a production facility - for exposing him to leadership and relationship-building from an early age. Paul and Jakub discuss how Finance roles have evolved. CFO and Finance Director positions were once perceived as back-office and technical, but they have become much more about business partnering, influencing, and driving impact. Touching on the future of Finance, Jakub explains that AICPA & CIMA provide valuable insights to its nearly 600,000 members, candidates, and registrants, as well as the wider Finance and business community, through surveys, research, and reports - such as Re-defining Finance for a Sustainable World. Finance, he says, is all about acquiring financial and relevant information, processing it, and turning it into actionable insights. While many Accounting operations are increasingly automated, accuracy and integration remain crucial. Those entering or developing in the Finance profession now need a different skillset: the ability to embrace technology, communicate strategically, and tell a clear story through numbers. Jakub notes that the Finance structure has evolved from a triangle to a diamond shape, with fewer people at entry levels and greater emphasis on advanced skills and leadership potential. He stresses the growing focus on stakeholders and long-term value creation, integrating financial, social, and natural capital, while understanding business models and co-creating value. Jakub explains that today's Finance professionals must blend deep technical expertise with strong communication and people skills, becoming what he calls "T-shaped professionals." While technology and automation manage more routine work, the human side of Finance - storytelling, empathy, and authentic leadership - is what truly drives success. These qualities, he adds, develop through experience and a genuine desire to make an impact, helping professionals grow into trusted business partners and even future CEOs. He also highlights the importance of inspiring the next generation, showing that Finance is no longer rigid or traditional, but a dynamic, tech-driven, and people-focused career path.   Use the timestamps below to find the part of the episode that interests you most:  Timestamps 01:15: The last thing that made Jakub smile 02:55: What to expect at our upcoming event  06:15: How Jakub joined CIMA and what keeps him inspired 11:15: Key lessons learned during Jakub's career  14:15: Jakub's passion for helping people 18:55: How senior Finance roles have changed 20:45: Trends shaping the Finance function  25:25: The importance of stakeholder relationships 30:17: How to manage impact and show empathy 37:00: Inspiring the next generation  To connect with Jakub, you can find him on LinkedIn. - The podcast is brought to you in partnership with Operation Smile, an international medical charity that provides life-changing surgery to children and adults with cleft lip and palate. Find out more about Operation Smile's work around the world: https://www.operationsmile.org.uk/partners/emea-recruitment/   If there are any topics you'd like us to cover in future episodes, please get in touch with marketing@emearecruitment.com    #emearecruitment #emearecruitmentpodcast #jakubbejnarowicz #cfo  #cima  #paultoms #operationsmile  #operationsmileuk #recruitment  

EMEA Recruitment is proud to present the second instalment of our limited series, Conversations with Finance Leaders, in collaboration with Geneva Business School.  These episodes will bring you the tangible experiences of specialist professionals with the expertise of the Business School's leading academics. In this episode, John Bower, Director, welcomes Nicolas Carrera, Group Treasurer at Metalor Technologies, and the Business School's Dr. Aleksandra Jancikova to explore the hidden dangers of ESG strategic ignorance and the fine line between selective oversight and corporate negligence.  Please note: This conversation was recorded at the Geneva campus, which may cause some background noise and variations in sound quality. Aleksandra introduces the conversation as a chance to explore unique perspectives drawn from over 20 years of combined professional experience.  Nicolas introduces Metalor, a major player in the precious metals industry. He highlights its three business streams: refining precious metals (from mines and recycled sources); producing plating solutions; and manufacturing electrical switches (driven by the demand for data and AI centers). Founded in 1852, Metalor operates globally, and its ownership has evolved from private equity to a family-owned structure – which has influenced real change.  Sustainability is still in the company's DNA, but the shift in ownership brought new transparency and stakeholder communication expectations. NGOs have scrutinized the sector, so improved media engagement and adopting best-in-class sourcing practices has become even more important. The board now plays an active role in ESG oversight, moving beyond financial risk to assess materiality from multiple perspectives.  In the last couple of years, Metalor has also worked on the corporate sustainability reporting (CSRD) approach and has finalized its year of analysis. Stakeholder expectations from banks, NGOs, and customers have evolved, and Metalor aims to report on a wide spectrum of risks and prioritize them accordingly. Aleksandra agrees that identifying material risks - financial, environmental, and social - is challenging, especially in sensitive sectors like Metalor's.  At GBS, ESG is integrated across the management function. One-third of the academic curriculum touches on ESG-related topics, and there are specialized courses to build expertise among students. She contrasts GBS with large corporates like Metalor, noting having a dedicated ESG role is less practical for smaller institutions. Instead, integration across functions and KPIs is essential. For example, GBS invites board members to speak with staff and students, encouraging open conversations. Even when tough topics arise, the aim is constructive feedback and aligning decisions with strategic priorities.  Nicolas explains how CSRD helped Metalor implement more structured practices, including board visits to plants and hands-on engagement. For example, human impact and risk profiles differ significantly between operations in Europe and Asia. Each plant now has designated staff responsible for ESG pillars, allowing clearer and localized reporting. CSRD's structured methodology ensures consistent reporting across teams and geographies. Metalor now has systems in place so that the board has the data required for informed decision-making. With acquisitions and growth, it's been essential to bring everyone to the same level of understanding. A single ESG representative at the group level wouldn't work for such a global operation. Instead, the business ensures that people on the front lines understand ESG expectations, particularly for sourcing and due diligence. Local teams must be equipped to make decisions that align with anti-money laundering (AML) and quality control standards. Nicolas notes that internal practices and information flows are critical - internal missteps can lead to public scandals. The goal is to ensure that relevant information reaches the board and informs timely decision-making. A major focus for Metalor is the supply chain. Around 30% of its gold comes from mines, and some of those are artisanal, which carry higher risk. Through initiatives like Swiss Better Gold and support from SECO, Metalor engages directly in the field to ensure compliance. When geopolitical risks arise - such as sourcing gold from regions under sanctions – clear communication with the board is required to make fast decisions.  Aleksandra raises a concern about how management presents data to the board; shiny numbers can mask deeper issues. She emphasizes the importance of understanding the line between compliance and ethics. Nicolas agrees, pointing out that Metalor avoids sourcing 50% of the world's gold supply due to ethical or compliance concerns. By using geo-forensic tools, they can verify sources and make informed decisions, even if that means cutting off certain supply streams. They address the danger of "plausible deniability" in ESG - when people avoid asking tough questions to preserve status or bonuses. Metalor prioritizes building trust with shareholders who understand industry realities, Nicolas explains. The organization commits to disclosing high-risk issues that could jeopardize that trust. To close the discussion, Alexandra outlines key mechanisms that help organizations avoid ESG ignorance: Culture of inquiry – encouraging open discussions without fear Designated ESG committees – especially for large, complex organizations Clear escalation channels – ensuring critical information reaches the board Linking incentives to ESG KPIs – aligning goals and accountability Acknowledging the journey – ESG is an evolving process, not a fixed target Nicolas shares how Metalor is implementing several of these steps.  On incentives, Nicolas admits Metalor is still on the journey to integrate ESG KPIs into executive performance frameworks, but has the board's full support. The CSRD process has helped raise awareness and set clearer priorities across the organization. Aleksandra concludes that ESG is indeed a journey; it's not just about checking compliance boxes or reaching fixed goals - it's about continuously improving and shaping a better future. Audience Q&A The episode then enters a live Q&A session with the audience.  The first question is directed at Nicolas and asks whether there are any opportunities in pursuing a cynical ESG approach. Metalor began its transparency journey ten years ago, noting that initial efforts in traceability using blockchain and geo-forensic passports didn't bring immediate returns. However, these efforts have now become essential, especially in the watch and jewelry industry, and help differentiate the company. He discusses how urban mining and recycling are becoming more prevalent and how traceability throughout the supply chain is improving with systems like SAP. He believes there will be a competitive advantage to these approaches in the future. Aleksandra adds that a strategic ESG perspective can offer real opportunities, citing an example of an oil and gas company that shifted to renewable energy and now generates most of its profits from that area. On ESG KPIs, Nicolas explains that most of Metalor's ESG metrics are reported in their CSRD disclosures and shared with banks and stakeholders. Clients like ABB, Siemens, and Schneider are increasingly demanding ESG reporting, which drives internal improvements. Nicolas shares that, during COVID-19, Metalor kept all its refineries open by applying early safety practices seen in China. This gave them an advantage, especially when other refineries closed. They adapted quickly, including renting planes to meet demand when transport was disrupted. Despite rising costs in precious metal financing, particularly between December and March, ESG initiatives have not been paused. The company remains in a strong position and can pass on some of the increased costs to clients. Please use the timestamps below to find the most interesting part of the episode for you: 01:15: Introducing the conversation and main aims 04:30: An introduction to Metalor 07:10: GBS's ESG curriculum 07:45: Integrating ESG roles into the business 10:10: Beyond the financial pillar 12:25: GBS's approach to integrating ESG metrics 18:55: Avoiding scandals 21:50: The fine line between compliance and ethics 25:20: Plausible deniability 28:50: Building a culture of inquiry 31:30: Designated ESG committees in complex environments 33:15: Escalating matters to the board 34:55: Linking incentives to ESG KPIs 36:50: Pursuing a cynical ESG approach 38:45: Competitive advantages 41:20: Metalor's ESG KPIs 43:05: Why leverage is difficult in the commodities industry 46:05: Metalor's methods in the pandemic 49:50: Rising cost pressure in the macroeconomic environment The EMEA Recruitment podcast is brought to you in partnership with international medical charity Operation Smile. Learn more about their work in supporting children and adults with cleft lip and palate: www.operationsmile.org.uk/partners/emea-recruitment/ To share any ideas you have for future episodes, please get in touch: marketing@emearecruitment.com  #emearecruitment #emearecruitmentpodcast #nicolascarrera #aleksandrajancikova #genevabusinessschool #gbs #metalor #paultoms #operationsmile  #operationsmileuk #recruitment    

We were honored to welcome Martin Zemp, CFO Europe at Caldic, onto the EMEA Recruitment podcast.  "The consciousness of the environment helps all of us. The conversation should start with asking questions, not telling."  Paul references Martin's LinkedIn recommendations praising his management style. Martin explains that he works with people respectfully and highlights the importance of authenticity; by being yourself in interviews you can quickly get a feel for the person and the cultural match, he adds.  Martin touches on his international career, with assignments in South East Asia and Europe, detailing the impact on his professional and personal life.  We find out if Martin is a risk-taker. He explains that in his personal life he isn't, but takes calculated risks in his professional career, as opportunities often stem from them. Martin has prioritized gaining experience across different Finance disciplines, such as Treasury and Trading, considering himself a generalist rather than a specialist. Through working in different disciplines, you can figure out what you like and dislike, he adds. Martin opens up about his personality traits, considering himself relatively introverted. He often has to push himself into new situations, but without this effort, he risks staying in the background and not speaking up. Stepping into unfamiliar environments, though intimidating, can also be liberating, he says.  While he remains a quiet person, this hasn't stopped him from taking on roles that require interacting with others, making decisions, and learning about different organizations. He enjoys challenging himself, and once he succeeds in a new environment, it builds his confidence to continue. Though setbacks occur, he chooses to focus on the positives and move forward. Martin shares how international management approaches and cultures compare. Originally from Switzerland, he relocated to the Netherlands, where his manager warned him about Dutch directness. Initially skeptical, he quickly experienced an extreme example, which showed him how direct Dutch communication can be. Over time, Martin grew to appreciate Dutch culture, recognizing its efficiency compared to the Swiss tendency to avoid direct confrontation.  Martin's experience in Asia highlighted even greater cultural differences in management. Working with local teams required a different approach, while regional and global organizations brought a mix of Western European, American, and local styles. The differences between headquarters' management styles and local practices could be significant and sometimes overwhelming, he explains.  Furthermore, Martin highlights key strengths for successfully managing teams across different countries. He values a "live and let live" approach, respecting people for who they are while still addressing performance. Trust is essential for tough conversations to be effective, he believes. Reflecting on his experience in Vietnam, Martin emphasizes the importance of mutual respect in bridging cultural and language differences. He criticizes expats who rely on authority rather than building relationships, stressing that true collaboration comes from understanding the team. Effective leadership, he states, starts with asking questions rather than giving directives. Paul asks Martin how wellbeing at work has changed since the pandemic. Companies are now more mindful, recognizing that supporting employees beyond salary can help attract and retain talent, he says. However, he believes employers must be genuine in their efforts - sometimes doing less but in a meaningful way is more effective. Ultimately, mental health initiatives should align with an organization's culture.  For those looking to emulate his career, Martin's advice is to explore opportunities when young, focusing on experiences and good managers rather than salary. Larger organizations can provide more chances to grow, especially for those who want to work abroad.  Knowing what you want is key, but it's okay to change direction, Martin explains. He learned this firsthand when moving to the Netherlands, where he had to push himself to be seen and heard. He encourages those who struggle to share their achievements, as being courageous opens doors. Martin openly admits he still gets cold feet at times; it's difficult to do something new, but after you've done it, good experiences motivate and provide self-confidence, allowing the task to get easier over time.  Martin shares his medium to long-term goals. Professionally, he wants to continue collecting diverse experiences and transform parts of the organization. His next step is a Group CFO role, but it's not a strict must-have. Martin aims to expand his capabilities and support organizations in different ways, moving away from coaching to potentially taking on small board or advisory roles. Step-by-step development is his focus, emphasizing evolution, not revolution. On the personal side, with two teens at home, managing the daily temper is his primary ambition, he jokes. The episode ends with Martin sharing his musical talent. To find the part of the episode most interesting to you, please use the timestamps below: 01:45: The last thing that made Martin smile 03:20: Martin's management style 06:20: Working in diverse locations 08:15: Taking risks in your career 11:40: Being an introvert in business 14:20: How international management styles compare 21:45: Key skills that enable success 29:05: Wellbeing in the workplace 33:30: Choosing Finance 35:50: Career advice 41:40: Martin's goals 43:55: Martin's hidden talent If you'd like to connect with Martin, you can find him on LinkedIn. EMEA Recruitment is proud to partner with Operation Smile, an international medical charity supporting children and adults with cleft lip and palate. To learn more about their vital work around the world or to donate to the cause, please visit: https://www.operationsmile.org.uk/partners/emea-recruitment/     If there are any topics you'd like us to cover in future episodes, please reach out to marketing@emearecruitment.com   #emearecruitment #emearecruitmentpodcast #martinzemp #finance  #paultoms #operationsmile  #operationsmileuk #recruitment  

We were pleased to welcome Thomas Haeny, Global Head of Finance at Ypsomed Diabetes Care, onto the EMEA Recruitment podcast.  "A strategy is only as good as its execution, and the execution is only as good as the overarching strategy from where it was derived." Heart-warmingly, Thomas shares a recent memory that made him smile of his young son writing a note for his wife, a small token of appreciation and connection, and a gesture Thomas replicates in his private and professional life to make others smile.  Paul asks Thomas how he manages his work-life balance, a phrase which to Thomas seems disconnected. Balance is subjective and while it is important to set clear boundaries and communicate those boundaries - you are in control, he says. Even more important is where your energy derives from, he adds.  However, leaders can have an impact. An example is people development; while leadership exposure can be rewarding to some, it can be stressful and energy-draining for others.  Following the discussion, Paul asks Thomas where he finds his energy. He explains he focuses on the things he can change, where he can make a difference, but that shouldn't sound too simplistic.  Diving into Thomas' Finance career, we learn that Finance wasn't his original calling. In his Teenage, he aspired to be a chef, as he enjoyed cooking and hosting. Thomas came to realize that he'd have to get up super early (not very appealing to a 14-year-old!), so changed his career aspirations (but he still enjoys cooking and hosting!).  He started his career in a large pharmaceutical corporation within a regional team, managing developing countries. There, he had numerous opportunities to experience and appreciate what good and bad can look like, shaping him professionally and promoting him to exert broader responsibilities and openness to new experiences.  The turning point for Thomas was his first leadership role, acquiring full responsibility from A-Z, and leading change through people. Making a difference through individuals and driving change is enjoyable and something he is good at, he adds.  Next, we explore Thomas' approach to balancing strategic exposure and hands-on operations. He enjoys being able to see beyond the horizon as a strategic leader. He offers insight into his personality, alongside his enthusiasm for to-do lists. As a Finance leader, it is not always obvious what was achieved at the end of a day. So, crossing activities off a list gives Thomas energy and visually confirms his ambitions of getting things done.  From a business angle, he explains that a strategy is only as good as its execution, and the execution is only as good as the overarching strategy from where it was derived from. There is no success without the two, and the thing that glues them together is communication. The journey also has to remain actionable and tangible to achieve stakeholder buy-in.  Touching briefly on risk-taking within a Finance role, Thomas reiterates that part of the job is to safeguard, but the other part is enabling strategic choices. He comments that Finance needs to ensure the boundaries are secure but allow freedom within them to operate and be creative.   For those looking to emulate Thomas' entrepreneurial approach to career development, the one thing that has followed him throughout his career is having a bucket list. However, his approach is to not fulfil it but instead choose activities and take up projects unlisted, to push him outside his comfort zone. His advice: "If there's something not on your bucket list, say yes, be curious, be brave, and just do it. And whenever you do something, take full ownership."  Challenging your own quality perception is another piece of advice he offers. Being humble enough to do that, keeps you open to learning and becoming better.  We learn that Thomas' attitude to pushing himself outside of his comfort zone stems from having a safety network, making him comfortable to try new things. Additionally, challenges are usually much smaller than you think – it's the voice in your head that makes them large.  Paul then asks Thomas for his opinion on the biggest challenges and opportunities for Finance in the next five to ten years. Thomas answers that embracing and leveraging technology is the standout for both. Tech is developing faster than we adapt and re-define decision-making. It will also change roles, make new roles appear, and alter required skillsets, he explains. As a leader, being on top of that change is both a challenge and opportunity he foresees in his role.  Change is here to stay, and the world isn't going to get less complex, he says. Building trust in teams will be more important as it drives psychological safety in the work environment and people to perform at their best and cope with changes.  Penultimately, Thomas shares his long-term goal of being more present in the moment, both in his private life and at work. He shares that thinking ahead helps him shape the future, reflecting on the past to correct course, but the only moment he has to do anything is right now. Paul references Eckhart Tolle, a spiritual teacher and self-help author, who teaches people to focus on the present moment. Tolle shares a story of a London bar with a sign that reads, Free Beer Tomorrow, so you go in the next day, and tomorrow never comes. Focusing on the present is something that is never taught, and it is becoming harder for the younger generations, the two discuss.  The episode ends with finding out if Thomas has any hidden talents.    To find the part of the episode most interesting to you, please use the timestamps below: 01:55: A memory that made Thomas smile 07:10: The disconnect between the phrase "work-life balance" 10:40: How Thomas remains energized 12:50: Why did Thomas choose Finance? 16:55: Balancing strategic exposure with hands-on operations 19:40: EMEA Recruitment's partnership with Operation Smile 22:00: The two sides to Thomas' approach and risk-taking in Finance 24:40: Thomas' entrepreneurial approach to career development 26:45: Pushing himself outside of his comfort zone 31:05 The biggest challenges and opportunities in Finance 33:55: An example of AI and tech in practice 35:45: Thomas' long-term goal 37:05: Focusing on the present 38:40: Finding out if Thomas has any hidden talents   EMEA Recruitment is proud to partner with Operation Smile. To learn more about their vital work around the world or to donate to the cause, please visit: https://www.operationsmile.org.uk/partners/emea-recruitment/ If there are any topics, you'd like us to cover in future episodes, please reach out to marketing@emearecruitment.com   #emearecruitment #emearecruitmentpodcast #thomashaeny #finance  #paultoms #operationsmile  #operationsmileuk #recruitment

The EMEA Recruitment podcast is proud to present a limited series in collaboration with Geneva Business School. Conversations with Finance Leaders will bring you the tangible experiences of specialist professionals with the expertise of the Business School's leading academics.  In the inaugural episode, Director John Bower welcomes Oriane Minger, Carbon Finance Manager at SCB Group, and Dr. Ilidio Silva, Professor of Finance Accounting and Sustainability at Geneva Business School, to discuss the role of Finance in developing sustainable business strategy.  Please note: This conversation was recorded at the Geneva campus, which may cause some background noise and variations in sound quality.  To begin, Oriane introduces SCB Group, an international B Corp company headquartered in Switzerland, which is guided by one mission: to build and promote a low-carbon future. She details the company's evolution, carbon initiatives, achievements, and her advisory role within the business, involving daily discussions on a range of Environmental, Social, and Governance (ESG) topics. Dr. Silva reflects on the role of CFOs, referencing Deloitte's article, The CFO as the Driver of Sustainability, which argues that CFOs act as catalysts, stewards and operators for promoting sustainability. They possess the necessary toolkit to align ESG goals with the company's profitability, supported by strong organizational networks and in-depth expertise in data, processes and reporting, he explains.  Oriane suggests starting with greenhouse gas (GHG) accounting, a methodology structured in three scopes. By combining Scope 1, which covers emissions from sources owned or controlled by a company (e.g. offices and company vehicles), and Scope 2, indirect emissions from purchased energy (e.g. electricity for the office and company vehicles), you can obtain a clear picture of what you can control and prioritize actions more easily.  Scope 3 is more challenging, as it requires data and an assessment of the company's entire value chain. Oriane recommends collaborating with a partner, as GHG accounting is very broad. She advises assessing your current data accessibility and working closely with your CFO and Accounting teams. Focus on prioritization, bring the right people to the table, and seek support where needed, she says.  The conversation shifts to carbon credits. A carbon credit represents a verified emission reduction - one ton of CO2 equivalent that has been avoided, reused or removed from the atmosphere. Oriane cites SCB's community projects in Nepal as an example of reducing and avoiding emissions.  SCB Group identifies carbon credits by conducting due diligence on client projects. They work with reputable registries, ensuring projects are thoroughly tracked and results are publicly available. SCB also partners with trusted project developers and methodologies.  In general, regulations are affecting an increasing number of organizations. Dr. Silva reiterates that now is the time for companies to embrace sustainability, provide training, and hire professionals with sustainability competencies.  LinkedIn's 2023 global skills report stated that one in eight workers had green skills. However, in Finance, only one in 15 had green skills, showing room for improvement. Additionally, the fastest growing skills in the EU included climate action planning (increasing by 152%), carbon emission accounting (by 131%), and carbon accounting (by 130%).  To end the conversation, Oriane discusses her career journey in further detail. Originally, Oriane worked in Finance for seven years, before transitioning to sustainability out of interest and the demand for skills in the area. She then offers examples of similar methodologies and transferable skills between the functions. Upon entering the sector, stay curious, gather the skills, and bring the conversation to your company, she adds. The episode then enters a live Q&A session.  The first question was addressed by Oriane, who explained that Scope 3 is a key topic in all current internal and external discussions. The conversation then shifted to how CFOs and Finance Directors, who prioritize the bottom line, perceive sustainability investments. An audience member asked whether these investments are viewed as costs. Oriane explained that it largely depends on the customer and organization. Companies that take proactive steps to address costs and implement sustainable processes now will benefit in the long term, both operationally and financially. Additionally, prepared companies are more likely to attract like-minded customers. Dr. Silva added that CFOs can be convinced to invest in sustainability by emphasizing its long-term financial benefits, such as attracting and retaining top talent. The topic of regulations followed, with specific mention of the Corporate Sustainability Reporting Directive (CSRD) and the challenges of navigating it. Some industries and companies are also subject to the EU Emissions Trading System (EU ETS), which mandates compliance-related payments.  In terms of setting up KPIs to prioritize sustainability initiatives, the speakers suggest working on KPIs that make sense for your business. For example, targeting suppliers and materials with higher climate risks or impacts could be a starting point. Companies should develop plans to access relevant data and maintain consistent methodologies over time, as inconsistencies can undermine data comparability. KPIs can also include actionable measures, such as modifying supplier contracts, to capture data and track progress.  Education was a question that was also raised. Sustainability can be taught across various professions, and schools that incorporate it into their curricula help unlock diverse perspectives. These perspectives enable individuals to develop stronger ethics and become well-rounded professionals, they explain.  When discussing sustainability in developing countries, the conversation acknowledged that while the core issues are similar, the means of addressing them differ. The focus should be on shifting mindsets and adapting behaviors to reduce emissions. AI's role in sustainability was also explored. At SCB, for instance, a visionary CEO is driving the development of proprietary tools to improve data quality. AI can automate data cleaning, provide accurate estimates, and adjust metrics, offering valuable insights that support sustainability goals. Taking a broader perspective is crucial in GHG accounting, which considers seven gases - not just carbon. While carbon is often the most accessible starting point, the topic grows increasingly complex and evolves constantly as companies delve deeper. For those aspiring to enter ESG Finance, the panel recommended acquiring relevant skills as soon as possible. Finally, the discussion turned to sustainability reporting, which can encompass a wide range of areas. For example, SCB reports on Diversity & Inclusion policies, equal pay initiatives, biodiversity goals, governance measures, and safeguarding actions. Reporting priorities vary depending on the company, which often collaborates with partners to focus on short, mid and long-term goals. Watch the full episode below or search for the EMEA Recruitment podcast on your preferred app: You can also listen below:  Or find the full episode at this link:  To find the part of the episode most interesting to you, please use the timestamps below: 03:30: An introduction to SCB Group & Oriane's role 05:30: The role of the CFO as a driver of sustainability  08:40: How to achieve net-zero emissions 12:35: Common difficulties  14:00: What are carbon credits? 21:15: The future of sustainability-related professions 24:40: Advice for those looking to enter sustainability in Finance 27:45: End of part 1 28:20: Live audience Q&A: - 28:40 How many of SCB's clients are focusing on Scope 3? - 29:35 Do CFOs & Finance Directors who focus on the bottom line view their investment tools as a cost? - 32:35: The main drivers of sustainability strategies & regulations - 35:50 How sustainability can be taught in business schools - 39:50: Defining green skills - 41:00: Sustainability & its effects on developing countries - 43:20 Setting up reporting tools & KPIs - 45:20: How seriously are companies taking the challenges surrounding sustainability? - 46:05: Regulations regarding vessels in the EU - 46:50: How is AI being used for sustainability issues? - 48:35: Should sustainability measurement be conducted outside of carbon? - 50:00: Which ESG skills will be needed, and how can students position themselves effectively? - 51:35: Other sustainability metrics outside of Finance EMEA Recruitment is proud to partner with Operation Smile. To learn more about their vital work around the world or to donate to the cause, please visit: https://www.operationsmile.org.uk/partners/emea-recruitment/ If there are any topics you'd like us to cover in future episodes, please reach out to marketing@emearecruitment.com   #emearecruitment #emearecruitmentpodcast #orianeminger #ilidiosilva #genevabusinessschool #gbs #finance # cfo #paultoms #operationsmile  #operationsmileuk #recruitment  

We were proud to welcome René Behr, Chief People Officer at IWC Schaffhausen, onto the EMEA Recruitment podcast.  "True success lies in shaping a future where people and business grow in tandem, leaving a legacy that transcends time." René has always been fascinated by human dynamics and interactions. He believes that Human Resources is the most influential function in business, because people are critical to success. He cites figures like David Ulrich, the "Father of Modern HR", inspirational speaker Simon Sinek, and former Google VP of People Operations, Laszlo Bock, as key influences. He also reveals the unexpected profession he's trained in.  Reflecting on his 25-year career, René is most proud of the lasting impact his efforts have had on businesses and people - an impact that goes beyond any single achievement or project. He shares a story about an apprentice from a challenging background who was initially resistant to positive change. Through persistent effort, the apprentice passed his exams and went on to open his own business, where he now educates young apprentices with similar backgrounds. When asked what he would do differently if he had his time again, René highlights that failure makes you stronger. He emphasises the importance of listening to your gut - though it should inform your decisions, not lead them, he adds.  Paul highlights the quote René shared on his LinkedIn profile: "Be the change you want to see" by Gandhi. René explains that he interprets this as championing change and leading by example, fostering a culture of continuous improvement. The conversation then turns to IWC Schaffhausen's resilience programme, which has been rolled out from the senior team across the organisation over a two-to-three-year period. This holistic programme equips teams to manage stress, adapt to change, and face challenges. It includes in-person workshops and lunch and learn sessions aligned with monthly themes, exploring personal resilience and extending into leadership. The sessions aim to break the stigma around mental health, with the goal of creating a supportive environment where conversations can lead to real changes in practice. René stresses that the programme's success is measured both qualitatively and quantitatively through engagement surveys, tracking productivity, job satisfaction, and retention rates. It's not just about making people feel good; burnout can be far costlier if not addressed. It's also a long-term KPI that can't be measured during the interview process or when onboarding new hires. When asked what advice he would give to his 21-year-old self, René focuses on embracing challenges and failures as learning opportunities, taking risks while remaining authentic, and staying curious. René's next big dream is to continue shaping the future of work by creating an environment that empowers colleagues to innovate, collaborate, and grow. He looks forward to helping the company navigate changes in its business model and being part of a future where HR has a permanent seat at the table.  The episode ends with René sharing his gratitude. He is thankful for his first manager, who saw potential in him and helped him transition into HR, and for his partner, who has supported him unconditionally. René reminds listeners to work on your personal relationships just as much as your business ones - don't stop. If you'd like to learn more about René's career, you can connect with him on LinkedIn.   To find the part of the episode most interesting to you, please use the timestamps below: 01:15: The last thing that made René smile 03:50: Why René pursued a career in HR 07:00: René's biggest career success 09:40: What René would change in the past 12:15: "Be the change you want to see" 14:00: Holding himself accountable 16:15: The Building Resilience to Power Performance programme at IWC 25:50: Measuring success 31:15: Advice for René's 21-year-old self 33:10: His next big dream 36:05: Gratitude and what René appreciates most   EMEA Recruitment is proud to partner with Operation Smile. To learn more about their vital work around the world or to donate to the cause, please visit: https://www.operationsmile.org.uk/partners/emea-recruitment/  If there are any topics you'd like us to cover in future episodes, please reach out to marketing@emearecruitment.com  #emearecruitment #emearecruitmentpodcast #renebehr #paultoms #operationsmile  #operationsmileuk #recruitment  

"You're changing a child's life, but you're also changing this world to be a better place." We're delighted to welcome Kathy Magee, Co-Founder, President and CEO of Operation Smile, to the EMEA Recruitment podcast.  Operation Smile is a medical charity dedicated to improving the lives of children with cleft lip and cleft palate. Paul Toms, our Founder, shares a strong personal connection with the charity, which inspired EMEA's long-standing partnership with the charity, now in its 4th year.  To begin, Paul asks Kathy about the last thing that made her smile. She shares that smiling children bring a smile to her face, referring to those whose quality of life is improved by the treatment they receive.  Kathy goes on to detail some key aspects of her role; driving key decisions, leading various teams and the strategic planning needed to be able to care for more children and their families in the future.  Next, Paul and Kathy delve into the establishment of Operation Smile in 1982. Kathy shares that she was a paediatric nurse and her husband Dr Bill Magee a paediatric plastic surgeon with both dental and medical degrees, specialising in facial surgery.  In 1982 the couple joined a team of 15 medical professionals visiting the Philippines to offer free treatment to local children with untreated cleft conditions. She tells us how the team were overwhelmed to find 300 children waiting when only 40 were able to be treated. Upon leaving, the team discussed a plan to help and now, over 42 years later, Operation Smile operates worldwide with a network of more than 6,000 volunteers, plus school clubs where students get involved in fundraising to help those in need.  Kathy describes her husband as the visionary and herself as the implementer. In 1999, they set a goal: visit 18 countries in nine weeks and operate on 5000 children. To achieve this goal, they borrowed a medical plane and were able to complete the mission, nicknamed the 'Journey of Hope'.  Among many accolades, the Magees were recognised with the President's Call to Service Award by George W. Bush in 2007, and in 2009 U.S. News and World Report named Kathy and Bill among "America's Best Leaders", an honour for which Kathy credits the entire Journey of Hope team.  In this line of work, emotions run high. Kathy shares a heart-warming story of a dentist on the team helping a seven-day-old child in Vietnam who was struggling to eat. That child survived and a year later was one of the first to receive full corrective surgery courtesy of Operation Smile.  Volunteers and donors are vital for the charity, which not only provides surgeries but also comprehensive care, such as speech therapy and nutrition at partner hospitals and during Operation Smile programmes. Kathy describes Operation Smile's volunteers are as incredible; they care for the patients as if their own children, and run a wide variety of programmes including the 'Champion' programme – a scheme whereby experienced volunteers who've been with the charity for several years directly train the staff in district hospitals, and "Women in Medicine" that has the objective to help more women enter the medical field. There have been five all-women Operation Smile programmes so far around the globe and the charity provides education to support this aim.   Paul asks Kathy if she is still as motivated as she was in 1982. She discloses that she recently visited Rwanda and was inspired upon meeting President Paul Kagame by his ambition to provide better healthcare for the people; a mission which Operation Smile is proud to take part in delivering.  Kathy then talks about the students who undertake programmes with Operation Smile and are committed to giving back – an all-important aspect of this charity's work.  Paul has written a children's book, Sloathar the Sloth, to help raise funds and awareness for Operation Smile, with all profits donated to the charity's incredible programme of work. To order your copy, visit https://amzn.eu/d/awn1td7   Timestamps: 02:25 The last thing that made Kathy smile 03:50 How it feels to be Co-Founder, President & CEO of Operation Smile 07:35 How Operation Smile was established  13:45 Family-led impact and the shaping of Operation Smile 23:55 Being recognised with awards, including one from President George W. Bush 25:30 Managing emotions when in this line of work 31:55 The significance of volunteers to the charity's programmes  35:45 Kathy's participation and motivation forty years on    The EMEA Recruitment podcast is hosted by Paul Toms, our Founder, and Rose Jinks, Marketing Manager. To share your feedback on the EMEA Recruitment podcast, please contact: marketing@emearecruitment.com     #emearecruitment #emearecruitmentpodcast #kathymagee #paultoms #operationsmile  #operationsmileuk #recruitment  

We were delighted to welcome Terhi Nori, Global Lead for Project Workstream at ABB, onto the EMEA Recruitment podcast.  "We create our own journey and our own story… it's just a matter of choosing the next step if you want to pursue opportunities or make a change." In this episode, we learn about Terhi's passion for change management and her 20-plus year career at ABB, as well as her opinions on artificial intelligence, and the importance of authenticity.  As the podcast is in partnership with Operation Smile, Paul Toms asks Terhi about the last thing that made her smile. She shares a heartwarming story of helping a man with dementia who required extra support. Terhi and the man enjoyed each other's company for 45 minutes and found it sad to leave each other once support arrived, but she was very happy to experience that moment and help him get back home.  Terhi has spent over 20 years at ABB and enjoys helping and meeting new people. At such a large company, she has had many opportunities to work with different people over the years; she enjoys continuously learning from each other. Staying with a company for over 20 years brings the opportunity to change roles and continue to meet new people in different functions, she explains.  Paul asks if Terhi has ever experienced the "fear of missing out" as a result of remaining at ABB for so long. Terhi replies that it is human nature to think about what else there may be. However, she has not experienced that fear and hasn't worried about missed opportunities outside of ABB, adding that she has enjoyed the journey and where she is today.  She also believes that, if you really want to have certain opportunities, you have to open yourself up to them and seek them out. If you do that and you really want something, there is nothing stopping you from achieving that goal.  Delving into a discussion around change management, we learn that Terhi likes organising her thoughts, using creativity, solving challenges, and putting the pieces back together. For Terhi, change brings excitement and creates a snowball effect; there is usually something very valuable brought to life after creating something new.  However, change does come with uncertainty. But, in Terhi's opinion, it is about learning to observe your mind, acknowledge these feelings, then practising self-talk, embracing the changes ahead, and taking it as it comes – there is always a solution. Also, trust your team and remember you cannot control everything, she says.  Terhi's passion for change comes from the many changes she has experienced in her life. She explains that change is good, and she has learned to love it. Once you face change and the potential fear, you will grow.  Moving onto the topic of AI, Terhi believes that the artificial nature of the technology can complement human authenticity. People and the world have already embraced other kinds of industry evolutions, she adds.  The development of AI allows us to reduce information overflow and use our intelligence and creativity, Terhi explains. It's the beginning of a new era that will change leadership, she adds. The best way to approach it is with curiosity.  Exploring the recruitment process, Terhi finds it important for candidates to be true to themselves. We must look at the different skills and knowledge base needed and how that would build into the current team.  The recruitment process is exciting for Terhi; she enjoys finding those who can bring something new to the team and creating joint team development. Her current team learns from each other, with unique skills and experiences that bring a depth of richness.  Paul shares his personal experience working with ABB and its culture. He explains that he has noticed the longevity in the staff members and the growth experienced by those who have joined the company in the last five to six years.  He adds that the company onboards very good people, aligned with the culture, who stay with the business much longer than the industry average. Terhi agrees, and comments that there is great diversity in the company, too.  To end the episode, Paul asks Terhi about the one thing she wouldn't want to change. Listen to the full episode to find out what Terhi wouldn't compromise!     If you're looking for a particular part of the episode, please use the timestamps below: 01:45 - The last thing that made Terhi smile 04:50 - A 20+ year career with ABB 08:00 - The fear of missing out 10:35 - Why Terhi enjoys change management 12:50 - Coping with the uncertainty of change 21:10 - Simplifying challenges 22:00 - The root of Terhi's passion for change 23:45 - Terhi's opinion of AI and future technology 29:45 – How authenticity has helped Terhi progress in her career 35:40 – Is authenticity ever a challenge in the workplace? 38:30 – The recruitment process 44:30 - The one thing Terhi wouldn't want to change If you'd like to connect with Terhi, you can find her on LinkedIn.    This episode is brought to you in partnership with Operation Smile, an international medical charity that provides life-changing surgery to children and adults with cleft lip and palate. We're proud to support Operation Smile by raising vital funds and awareness for the cause. Find out more about their work: https://www.operationsmile.org.uk/donate-to-operation-smile/donate-to-operation-smile-emea-recruitment/   The EMEA Recruitment podcast is hosted by Paul Toms, our Founder, and Rose Jinks, Marketing Manager. Learn more about our full range of professional services recruitment through our website:  You can also follow us on LinkedIn: Or connect with Paul on LinkedIn: Alternatively, find Paul on Twitter:   To share your feedback on the EMEA Recruitment podcast, please contact: marketing@emearecruitment.com    #emearecruitment #emearecruitmentpodcast #terhinori #paultoms #operationsmile  #operationsmileuk #recruitment  

To celebrate World Menopause Day, we were honoured to welcome back Sally Higham, Director – Head of Talent Attraction at Lonza and Executive Menopause Coach, to the EMEA Recruitment podcast.  "I want to be able to shake the shame and start a conversation." In this episode, Paul Toms and Sally discuss menopause: the symptoms, the challenges, and advice for those it affects directly and indirectly. To start the episode, we learn about Sally's experience with menopause and entering this new stage of life. Many people assume menopause happens to people who are "old" and greying. For Sally, her symptoms began at the age of 46. The average age at which menopause arises is commonly between the ages 45 and 55 for women worldwide, according to the World Health Organisation, 2022.  While living in Singapore, Sally went for an annual medical exam and was offered a bone density scan. Her results showed that she had osteopenia – a diagnosis that suggests a loss of bone mineral density, resulting in weaker bones. When someone goes through menopause, their levels of oestrogen and other hormones drop sharply, leading to the loss of bone density over time. Nevertheless, Sally's doctor did not mention the menopause at this time. Some of the other symptoms that Sally had - and is still experiencing to some extent - are mood swings, fatigue, and achiness of the body. Some doctors unfortunately misdiagnose patients and prescribe the wrong medication to combat symptoms, she explains.  Now living in Basel, Switzerland, Sally changed her medical support. The gynaecologists in Basel generally prescribe non-medical treatment to start with to see how the body reacts. Sally also had a conversation with her mother to hear about her experience with menopause and non-medical treatments; Sally tried evening primrose oil and black cohosh to help with her mood swings, which had a positive effect for a while.  Sally is now taking hormone replacement therapy (HRT), which has been its own journey. HRT doesn't eliminate all of Sally's symptoms, but certainly helps. She doesn't suffer from the night sweats or hot flushes that are typically associated with the menopause. Like a lot of females, Sally has had to piece her treatment together herself.  The spark that encouraged Sally to talk openly about her experience was trying to understand what was happening to her and be able to provide advice to others, including those in the workplace. Bringing the subject up with managers can be tough. However, in Sally's case, she has been lucky to have managers who listened – both of whom were male and younger than herself.  It is important to reiterate that menopause is not an illness; it is a natural life event. Talking about it is the first step to breaking the taboo and changing the narrative in the workplace. It is a sensitive topic, and there can be a cultural layer to it, as well.   Sally's advice to others is not to be embarrassed by it and to talk about it - by doing so, you will inspire others to do the same.  Sally discusses the fact that we are living in an ageing population. In the Victorian era, for example, the average woman died at the age of 59. Now, in the UK, one in four females will live to 100 years old – meaning that they will be hormone deficient for half of their lifetime, as the average age for menopause is currently 51.  By 2030, it is estimated that over one billion people will be menopausal or post-menopausal (National Library of Medicine, 2019) across the globe. It is clear that workplaces will need to offer support for this.  Sally was open and honest about how she was feeling and shared her story during a leadership call. For other females, they do not recognise that menopause is happening to them. Workplaces, organisations, and employers can support managers and employees in a range of different ways. As a suggestion, lunch and learns could be implemented, which can often lead to lightbulb moments for attending individuals.  As an Executive Menopause Coach, Sally obtained her qualification from the Kathryn Colas Academy. The organisation uses a menopause traffic light system to provide structure on how businesses can approach the subject and work with communications/wellbeing teams to put a communications plan in place.  The key for any organisation is to first share awareness, so that people can identify their symptoms and seek medical advice if they wish to. The best thing managers or employers can do is create awareness, acknowledge the knowledge gap, and create a psychological and safe environment to talk about it, Sally believes.  Next, talk to leaders at varying levels, educate, and identify the workplace adjustments and policies that can be brought into the workplace.  However, be aware that managers will not have all the answers for those affected; even as an Executive Menopause Coach, Sally is open about not knowing all the answers.   Paul then shares his personal story regarding his wife, Kelly. He mentions reading Menopausing by Davina McCall, which helped expand his knowledge on the subject and gave him a lot of respect for his wife. Try your best not to judge situations and things that are said and done when people are experiencing menopause, he says.  The menopause can have an impact on people's careers. The perimenopause is the phase before menopause that can take place four to 12 years earlier, combining into a lengthy period that can impact both work and home life. She explains that this usually collides with females reaching a certain point in their careers, with ageing parents, and teenagers at home. Sometimes, women question their confidence and capabilities. Sally references a survey the Guardian did in 2022 with 2,000 women. Out of the 2,000 women, 62% said menopause impacts their work, 33% said they do not talk about their symptoms, and 43% were too embarrassed to ask for support.  Again, Sally reiterated her advice of seeking medical support, as everyone is different. Try to assess your lifestyle habits, diet, and general health – this should also help regain your confidence.  Furthermore, try not to make any rash decisions, like turning down a promotion or leaving your career. For example, decision makers and managers may not know the origin of your decision to leave a company and take that at face value. Whereas, if they are made aware that you are going through menopause, the decision can be questioned further, and support can be provided.  Priding herself on being a tough individual, Sally admits to struggling and adapting in the workplace. She shares a story of sitting in the office car park and crying as she physically couldn't bring herself to attend a meeting, resulting in two days out of work. There is then a debate about how organisations note this absence, as the menopause itself is not an illness. Therefore, the need for organisations to host sessions and talk about experiences and symptoms can help others out there, both internally and externally. If you do have a negative reaction from a manager, Sally recommends going to HR or finding the individuals in the organisation who you can have a more fruitful conversation with. You can also reach out to Sally on LinkedIn for further help and advice.  In the long-term, Sally's overarching goal is to shake the shame and start a conversation. This includes raising awareness, helping support and change the narrative in the workplace, and ultimately helping those who may be struggling.  The more the conversation is approached, the more people can open up and talk about it. This will then create a spiral effect and have an impact on others.   Organisations should support women going through perimenopause or menopause and that transition of life, she says. Hopefully, organisations will also see this as a positive initiative to help retain their workforce.  We're pleased to share a range of resources recommended by Sally, which you may find useful:  https://henpicked.net/ https://kathryncolasacademy.com/ https://www.emmabardwell.com/ https://www.newsonhealth.co.uk/ https://www.theagingproject.com.au/   To help you find the most relevant part of the episode for you, please use these timestamps: 03:35 - Sally's experience with menopause 08:35 - The spark that made Sally want to talk about menopause 11:50 - Planning for conversations with managers 20:25 – Advice for managers, employers, or organisations 29:10 - Having the conversation with men vs. women 35:00 - How to deal with a manager who downplays your situation 39:35 - Sally's long-term goal   The EMEA Recruitment podcast is produced in partnership with international medical charity Operation Smile. If you'd like to learn more about the work Operation Smile's volunteers do around the world, please visit https://www.operationsmile.org.uk/donate-to-operation-smile/donate-to-operation-smile-emea-recruitment/   This episode is hosted by Paul Toms, our Founder, and Rose Jinks, Marketing Manager. You can read more about our specialist recruitment services through our website: https://www.emearecruitment.com/  You can also stay up to date with our latest news and initiatives through LinkedIn: https://www.linkedin.com/company/emea-recruitment-limited/  If you'd like to message Paul, please connect with him via LinkedIn: https://www.linkedin.com/in/paultoms/  Or follow him on Twitter: https://twitter.com/paul_toms    To share any feedback you have on this episode, please email: marketing@emearecruitment.com    #emearecruitment #emearecruitmentpodcast #sallyhigham #paultoms #operationsmile  #operationsmileuk #recruitment #menopause

We were honoured to welcome Susanne Rothstein, Vice President Finance Hydro Building Systems at Norsk Hydro, onto the EMEA Recruitment podcast. "When I have the opportunity to help young women in their careers, I take that opportunity." To kickstart the episode, Paul Toms, our Founder, asks Susanne about the last thing that made her smile. Susanne is generally a positive person, however, receiving photographs of her nephew never fails to make her smile. Positivity is something that comes naturally to Susanne; she always strives to see the positives in the smaller things. Delving into Susanne's career, she explains that Finance was not an ambition of hers while growing up. Before attending university, she gained a realistic view of working after high school and enjoyed the prospect of a career in an international setting. Susanne began working in Finance, then moved into Strategy, and became the VP of Sustainability CSR, working with branding and internal communications. Five years ago, she decided to return to Finance. At Norsk Hydro, Susanne's amazing team challenges her to become the best version of herself. She thoroughly enjoys her role, along with having the opportunity to constantly learn in a dynamic function that touches everything in the business.   In a global organisation, new things appear often. For example, having previous experience with sustainability helps when the business model is anchored in sustainability and circularity.  Susanne has had nine different roles within the past 16 years at the business and credits the company for rewarding good work and providing opportunities. Susanne really enjoys manufacturing and dealing with a physical product. Her advice for those contemplating staying or moving to another organisation is to consider that, if you stay, you are building knowledge and competence in an industry that becomes transferable, you also get to know the people in your network and identify those who can move the needle behind the scenes. Alternatively, jumping between industries, you start from zero. Although this provides an opportunity to reinvent yourself, you will have to formally follow the hierarchy for support before you get to know people. We discuss how Finance remains a male-dominated discipline. In her first position as Business Controller, Susanne's original contract used the pronoun "he" and Susanne was the only woman in the room. As a female, you are more visible, which you can sometimes use to your advantage, but Susanne admits there have been challenges. In the past, she felt like she had to fight to have her voice heard, but has had plenty of good managers who didn't care what gender you are, as long as the job is being done. She stresses the importance of choosing the right type of manager for you.   Reflecting on the progress within the organisation, three out of four Business Unit heads are women in Susanne's division. She feels proud to have the opportunity to help young women in their careers and has removed the gender pay gap she experienced when she joined. Discussing an efficient and effective recruitment process, Susanne explains that she works in collaboration with a Human Resources Business Partner. Diversity is important when recruiting, as a balance of different perspectives and viewpoints is crucial for good team performance, she adds. Personally, Susanne prefers to focus less on what people have done and more on what the person has the potential to do; what allowed them to achieve the things they have done is maybe not what will be needed to take them to the next level. She adds that people in the organisation shouldn't view the career journey as a ladder, but instead view it as a jungle gym – it is not always up and down, sometimes there are side steps. Paul and Susanne explore the true cost of the wrong hire. Firstly, it is rare to hire a rotten person; the issue usually arises when it's a bad match to the role or the manager's expectations. The real cost of the wrong hire is more difficult to measure when the job is done insufficiently. As a result, the team and manager usually have to step in to pick up the workload and de-prioritise other tasks. It is important to take the time to complete the recruitment process correctly the first time around – that, in itself, is a skillset. We uncover Susanne's strategies for managing and prioritising her workload. She cycles to and from work, which helps structure her mind for the day. Susanne wishes someone had told her sooner the importance of prioritising health and delves into the benefits of physical exercise on the brain. Paul ends the episode by asking Susanne about her goals for the future. She shares a personal aspiration of tackling a challenging hike next summer. Her professional goal is to always continue learning.   If you're interested in a particular part of the episode, please use the timestamps below: 01:40 – The last thing that made Susanne smile 02:25 - Susanne's positive attitude 04:15 - Why Susanne chose a career in Finance 07:15 - The importance of always learning 09:00 – 16 years at Norsk Hydro 11:20 - Advice for those contemplating a career move 13:20 - The fear of missing out 14:55 - Women in Finance: how it has changed 21:30 - Being the only woman in the room 28:35 - An efficient & effective recruitment process 32:44 - The true cost of the wrong hire 30:30 - Prioritisation & structuring time 42:30 - Susanne's goals for the future    EMEA Recruitment is proud to support Operation Smile through this podcast. Operation Smile's volunteers deliver life-changing surgery to children and adults with cleft lip and palate around the world. If you're interested in finding out more or would like to donate to this cause, please visit: https://www.operationsmile.org.uk/donate-to-operation-smile/donate-to-operation-smile-emea-recruitment/   The podcast is hosted by Paul Toms and Rose Jinks. You can learn more about our people-first recruitment services through our website: https://www.emearecruitment.com/  We also share regular updates on LinkedIn: https://www.linkedin.com/company/emea-recruitment-limited/  To connect with Paul, you can find him on LinkedIn: https://www.linkedin.com/in/paultoms/  Or Twitter: https://twitter.com/paul_toms    Are there any topics you'd like us to cover in future episodes? Please reach out to our Marketing team: marketing@emearecruitment.com    #emearecruitment #emearecruitmentpodcast #susannerothstein #paultoms #operationsmile  #operationsmileuk #recruitment #finance  

We were proud to welcome Hugh Tamlyn, Director – Treasury & Prudential Risk at Beacon Search, onto the EMEA Recruitment podcast.  This episode focuses on our partnership with Operation Smile, the international medical charity delivering free surgery to children with cleft lip and palate. Hugh and Beacon Search are on a mission to fund 100 surgeries by raising £15,000 during 2023. To donate, please visit https://www.justgiving.com/campaign/beaconsearch100smiles2023. You can also follow Hugh on TikTok or Instagram to follow his journey - @hughtamlyn To start the episode, Paul Toms asks Hugh about the last thing that made him smile. Hugh smiles daily, but most recently visited India where he went on a safari and managed to see some tigers in the wild. He adds that his dog, Cooper, also makes him smile and reveals the humorous reason behind Cooper's name.  Uncovering the reasons why Hugh began a partnership with Operation Smile, he shares that he was born with a cleft lip and palate and, as he aged, he felt like he should contribute to the community and help others.  He began fundraising via a charity bike ride, which has adapted in length over the years and eventually cultivated in a corporate partnership.  Delving deeper, Hugh reveals that he didn't talk about his condition for several years up until his late 20s. Speaking about his differences more regularly helped him become confident in himself. He now provides a pathway for children and is happy to have conversations with parents, answer questions, and provide a level of support. Fundraising efforts ramped up after Hugh started his own company, allowing him to dedicate more time to training for events. For Hugh, partnering with Operation Smile made sense for several reasons – taking ownership of his condition, social responsibility, and a passion to give back. Both Paul and Hugh open up further about their experiences, the benefits of being open to people, touching on a more accepting world, and the importance of helping others, especially in the developing world.  Next, we find out Hugh's impressive agenda for future fundraising efforts:  Ford Ride London An indoor 100-mile challenge on a static bike in London Everesting Challenge - 8,849 meters of uphill cycling in South Wales Irish Ride Challenge - 100 miles a day for 15 days ending on 6th October (World Smile Day) at the Operation Smile office in Dublin London to Brighton - 60-mile bike ride  Hugh began cycling and racing between the age of 12-16 and later swapped cycling for rugby. It was only when he moved to Amsterdam four to five years ago that he integrated himself into the Dutch culture and took up cycling again.  The next bucket list challenge for Hugh may involve mountaineering - although he doesn't want to complete all seven summits and refuses to do Everest. Kilimanjaro has been on his list for a while.  Paul later shares EMEA Recruitment's fundraising activities and mentions our London Marathon fundraiser, which was completed by Associate Director, Neil Cope. Paul also gives a synopsis of the children's picture book he is creating and writing for Operation Smile.  Moving away from his charity efforts, Hugh discusses his career journey. He has always enjoyed working and helping people. Originally, he planned to do a football-related career in Wales, but he ultimately took a risk and moved to London, eventually joining a recruitment company. As the business grew, he helped set up an office in New York and, later, Amsterdam.  During COVID, Hugh felt confident in setting up on his own and has always been competitive, self-motivated and willing to take risks. So far, it has been a rollercoaster experience, but he is enjoying the process with a new challenge every day.  Paul shares EMEA Recruitment's backstory, which involved building the business alongside his wife using their personal networks and reputation, without having a business plan in place. Ultimately, EMEA grew, built on trust and an aligned mindset. Towards the end of the episode, Hugh shares his greatest achievements. He emphasises that there have been many small wins throughout his life. The opportunity to live and work in different places with different cultures was one of his greatest achievements, and completing the Irish Ride Challenge and raising funds for Operation Smile will be another.  You can follow Hugh's journey on social media @hughtamlyn  The episode ends with Hugh attempting to persuade Paul to get involved in the London to Brighton 60-mile cycle!    To find a particular part of the episode, please use the timestamps: 00:40 - Last thing that made Hugh smile 01:30 - The reason Hugh's dog is named Cooper 02:10 – Partnership with Operation Smile 04:20 - The turning point: Hugh accepting himself 07:25 - Confidence and bringing change 10:25 - The benefits of talking about experiences 13:05 - Hugh's fundraising activities 16:25 - When Hugh began cycling 19:20 - The next activity on Hugh's bucket list 20:40 - EMEA Recruitment's partnership with Operation Smile 23:20 - Becoming the owner of an international recruitment company 28:20 - Taking risks and Hugh's approach to opportunities 32:50 - EMEA Recruitment's backstory 35:15 - Hugh's greatest achievement 36:55 - Following Hugh's fundraising journey   We're proud to work with Operation Smile in bringing you the EMEA Recruitment podcast. If you'd like to find out more about the work they do around the world, please visit: https://www.operationsmile.org.uk/donate-to-operation-smile/donate-to-operation-smile-emea-recruitment/   This episode is hosted by Paul Toms, our Founder, and Rose Jinks, our Marketing Manager.   To share your feedback on this episode, please reach out to Rose: rose.jinks@emearecruitment.com    #emearecruitment #emearecruitmentpodcast #hughtmalyn #paultoms #operationsmile  #operationsmileuk #recruitment 

Thank you to Pehr Magnus Karlsson, Head of Finance Transformation at EF Education First, for joining us on the EMEA Recruitment podcast.  "Learn to deal with complexity, but also learn to simplify." In this episode, Paul Toms begins by asking Pehr about the last thing that made him smile. Pehr had a call with a few technology specialists who were able to provide him with a demo solution and think outside the box, cultivating a great interaction. Next, we learn why Pehr has spent over 20 years with EF Education First. He shares that he has been surrounded by great people and has worked with great managers. He adds that it's never boring, as things arise unexpectedly, and he enjoys a challenge. In essence, being stimulated and surrounded by great people is what keeps Pehr loyal to the company. As Head of Finance Transformation, Pehr compares his role to a rollercoaster that is slowly ascending to the top – fun, exhilarating and a little scary. The company is about to go live with a new accounting system that will affect 50,000 people in 100 countries, which Pehr is looking forward to implementing.  For those who wish to replicate Pehr's rise to the top, he emphasises the ability to simplify complexities. In Finance, the role requires you to sort, absorb and simplify information for the business, people, or processes. Later in the episode, Pehr lists a few leadership qualities that help him in his role. These are: having the ability to teach, but not lecture, and having the ability to listen. During his extensive career, he has been given opportunities throughout the function, leading Pehr to become a generalist, enhancing his ability to jump into different situations and provide solutions. Discussing his time management skills, Pehr reiterates the importance of communication in his role; with a lot of meetings in place, he must be mindful of the tasks he has to tick off.  Onto the pandemic, we learn that Pehr did not find the COVID period very tough personally; he felt supported by the company, and working from home wasn't an issue, due to becoming accustomed to other conferencing tools and methods.  He adds that people were innovative during the pandemic, coming up with new ways of working. However, he does acknowledge the struggles other employees may have endured.  Paul asks Pehr about the next goal he wishes to fulfil. He shares that he loves to travel in his career and has spent time with colleagues in Latin America, which has inspired him to lean Spanish.   Listen to the end of the episode to find out if Pehr has any hidden talents.   If you're interested in a particular part of the episode, please use the timestamps below: 00:00 – Introduction 00:45 - The last thing that made Pehr smile 01:55 - Why Pehr has stayed with EF for over 20 years 05:20 - Head of Finance Transformation at EF 07:45 - Advice for those looking to secure a leadership role 10:20 - Characteristics of a Finance leader 17:45 - Time management 21:25 - Connecting with people during COVID 26:10 - The life goal Pehr wishes to achieve 29:10 - Finding out if Pehr has any hidden talents   EMEA Recruitment is a proud partner of Operation Smile, an international medical charity that provides life-changing surgery to children with cleft lip and palate. To support us in our goal of creating 100 new smiles through this partnership, please visit: https://www.operationsmile.org.uk/donate-to-operation-smile/donate-to-operation-smile-emea-recruitment/   This episode is hosted by Paul Toms, our Founder, and Rose Jinks, Marketing Manager. To find out more about our specialist recruitment services, please visit our website: https://www.emearecruitment.com/   You can also stay up to date with us on LinkedIn: https://www.linkedin.com/company/emea-recruitment-limited/  If you'd like to connect with Paul, you can find him on LinkedIn: https://www.linkedin.com/in/paultoms/  Or Twitter: https://twitter.com/paul_toms    If there are any topics you'd like us to cover in future episodes, please get in touch with Rose: rose.jinks@emearecruitment.com  #emearecruitment #emearecruitmentpodcast #pehrmagnuskarlsson #paultoms #operationsmile  #operationsmileuk #recruitment #finance

We were happy to welcome Stefan Gebauer, CFO International at Elanco, onto the EMEA Recruitment podcast.  To kickstart the episode, Paul Toms asks Stefan about the last time smiled. He shares that he has three children - aged between two and 12. Often, when he smiles, one of them is involved.  At work, the upcoming annual talent review and succession management workshop also makes Stefan smile, as people management discussions are an enjoyable part of his role.  Discussing the routine of a typical day, Stefan credits his wonderful wife for managing operations at home. At Elanco, there is no typical day; flexible working arrangements provide balance, but Stefan is glad to be back in the office connecting with people.  Since the COVID-19 pandemic, Stefan believes the way companies view flexible working is more positive, as it is shown to increase productivity and help integrate personal and professional lives. However, working 100% remotely is not sustainable and reconnection is important, he adds. Speaking about value creation, Stefan explains that first, as a Business Partner, you need to understand what creates value for the business and other BPs – know how to bring your strengths, regularly inspect your activities, the business needs, and the things that move the needle.  Secondly, managing expectations is something that also needs to be considered; align with your BPs upfront and discuss what's possible and what's not. If something is not possible, suggest alternatives to see how you can create value within the possibilities. Thirdly, remove complacency and continue to set the bar higher for yourself. To do this, leave your comfort zone, seek feedback, and challenge yourself; that will help you deliver value for the business and your colleagues. Stefan has spent over 15 years with Elanco, something that was not part of the original plan, but is far from something he regrets. Stefan remains loyal because of the opportunities presented to him and the continuous journey of personal and professional growth in different roles and locations.  Stefan enjoys his role, the people around him, and the opportunities he has had. Simply, if the chemistry works, people will stay with the company, he says.  Stefan claims that Finance is a great place to be, as it is a highly diverse function and keeps you on your toes; in Finance, you are connected to management and the business itself. If you aspire to become a CFO, you will need the right mix of hard and soft skills, he explains. The hard skills include knowing the craft and gaining exposure to different areas of the business. The soft skills include the ability to build strong teams, foster engagement, and create a collaborative environment.  However, a big differentiator is having the ability to jump from the big picture to the essential details – if you can do that well, that will differentiate you from others. The first step is gaining exposure to senior management. Stefan describes being CFO International as an exciting role and his dream job. Ten years ago, when he did his career map, the role of CFO International didn't exist. When the initial public offering (IPO) was released, the business was split into the US side and the international side, allowing Stefan's aspirations to come true. All the acquisitions, projects and integrations have added to his great experience at the company. He also shares what he is looking forward to in the future. Stefan splits his key learnings from multiple integrations into three parts: business, processes and systems, and people.  The business side focuses on pre-integration preparation, how to get value out of acquisitions, and post-integration planning and structures. For processes and systems, it depends on if you have a transitional service agreement (TSA), which means you can continue to rely on the other company for a period to figure out how to integrate. If not, on day one, you own everything, which comes with its own challenges. You also need to consider how talent can be retained in that process.  That leads to the third part - people. When staffing for a transformation, the main objective is to cause no major disruption. Over transformation periods, the team is essentially split into the operational team and the transformation team.   Stefan believes that talent retention must be a fair and transparent process with open communication; acknowledge that you cannot make everyone happy and share what you can – but be mindful of legal restrictions on what you can share and when. Looking at attracting talent onto the project team staff, find ways to make them comfortable and reintegrate them afterwards, managing that proactively, Stefan recommends. He advises always overstaffing - as you may uncover things you were not aware of previously – and planning for productivity. Stefan shares that he is a very analytical person and possesses a lot of "blue energy" listed on his insights profile, allowing him to dive into the details and boil them down to the key points - ultimately enabling him to summarise things in an elevated speech-type way. We explore the recruitment challenges when retaining and attracting talent. Stefan explains the strategies in place at Elanco.  The annual review includes assessing the processes in place to acquire talent and increase visibility, and the way of matching critical roles with your talent pipeline. Having a regular dialogue with employees and talent on career maps and development plans, and building that pipeline for the roles of the future, is significant.  Nonetheless, no matter how well you plan, Stefan mentions that there will always be some regrettable losses and roles that cannot be filled internally. This is where bringing in an agency, such as EMEA Recruitment, can help with finding fresh talent and new ideas for the business.    If you're looking for a particular part of the episode, use the timestamps below: 02:00: The last thing that made Stefan smile 04:00: Planning, priorities and a typical working day 06:15: Views on flexible working 07:45: How to create value as a Business Partner 11:35: Stefan's strengths and his L&D 13:45: Why Stefan has stayed with Elanco for over 15 years 16:15: Insights into Finance and how to become a CFO 21:15: Scaling a big picture down to the nitty-gritty 21:40: Stefan's journey to becoming CFO International 26:10: Key things to consider when undergoing a transformation 33:40: Stefan's analytical mind 35:40: Attracting and retaining talent 40:35: Why Stefan enjoys people management and development Would you like to reach out to Stefan? Connect with him on LinkedIn: https://www.linkedin.com/in/stefan-alexander-gebauer/    Operation Smile is the official partner of the EMEA Recruitment podcast. We're proud to be raising vital funds and awareness for Operation Smile's volunteers to continue delivering life-changing surgery to children with cleft lip and palate. To find out more about our partnership, please visit: https://www.operationsmile.org.uk/donate-to-operation-smile/donate-to-operation-smile-emea-recruitment/    This podcast is hosted by Paul Toms, Founder of EMEA Recruitment, and Rose Jinks, our Marketing Manager.  You can find out more about our specialist recruitment services – including senior Finance positions – through our website: https://www.emearecruitment.com/  You can also learn more about us on LinkedIn: https://www.linkedin.com/company/emea-recruitment-limited/  If you'd like to connect with Paul, please visit his LinkedIn profile: https://www.linkedin.com/in/paultoms/  And follow him on Twitter: https://twitter.com/paul_toms    Do you have any feedback for us? Please get in touch with Rose: rose.jinks@emearecruitment.com    #emearecruitment #emearecruitmentpodcast #stefangebauer #paultoms #operationsmile  #operationsmileuk #recruitment #finance   

We were proud to welcome Tshidi Khunou, Talent Acquisition and Employer Branding Lead at SMG Swiss Marketplace Group, onto the EMEA Recruitment podcast.  "We try to become the champion of those that don't have a voice." For Tshidi, 2023 is the Year of Yes, which involves trying new things that scare him. The last thing that made him smile was skiing in the Swiss mountains – an activity at the top of his list to conquer.  Paul Toms discusses the benefits of moving to Switzerland, with Tshidi revealing the reason he moved with his family. The main driver was Tshidi's young son, who loves the outdoors. And, with both sets of grandparents getting older, there was a growing desire to enable his son to build a relationship with them. However, Tshidi doesn't recommend moving during a pandemic!  Exploring the motivation for creating a YouTube channel and with 17 years of recruitment experience, Tshidi explains that he wanted to help candidates excel in interviews to prevent the loss of opportunities. He began answering questions on LinkedIn, but found videos more effective and time efficient.  Tshidi originally moved into Talent Acquisition through university, working at a call centre and calling prospective students. As soon as he graduated, he was approached by his manager about a new role.  Two months after Tshidi started in TA, the person in charge of recruiting throughout the whole of Africa resigned, empowering Tshidi to take advantage of the opportunity and travel across Africa, the Middle East and Australia for six-and-a-half years, before trying an agency role. He then moved into graduate recruitment, and other roles and companies, ultimately leading to SMG. He still loves the challenges that TA brings daily. Since joining SMG, his role as Talent Acquisition and Employer Branding Lead has been one of the best challenges Tshidi has experienced. Having joined the company six months after it was formed, he built everything from scratch and learned more about recruitment in Europe.  Discussing what an efficient and effective recruitment and retention process looks like, Tshidi believes that candidates are more forgiving if prospective employers are honest about the challenges the company is experiencing.  Secondly, he feels the question: Why do you want this job? is outdated and subjective to where the person is in their career. Instead, asking: What is the best opportunity for you and what does it look like? enables the employer to get unfiltered information from the candidate; that way, you are no longer mapping the job to the person - you're mapping the person to the job.  Leading onto the cost of the wrong hire, Tshidi believes that you can't always quantify the effect it has on the team. Wrong hires have the potential to destroy a fully functional team and its synergy.   For Tshidi, he's been conscious of the fact that bad hires can lead to the loss of great talents - the same way promoting the wrong individual could prompt other talent to leave. He adds that people often don't leave because of the company, but because of the leader. Therefore, hiring the wrong leader can deliver the same outcome as a bad hire.  Addressing the impact of business intelligence and data on Talent and Huma Resources of the future, Tshidi acknowledges that it can bring huge benefits, but he believes SMG isn't ready to use data in a TA space.  Towards the end of the episode, Paul asks Tshidi about prioritisation and time management. Tshidi seeks to address and prioritise solving issues where things have gone wrong first. He credits a great Senior Recruiter in his team who always volunteers to step in to help. Believe in your team, focus on what you must do, and delegate to capable people who are happy to receive stretch projects, Tshidi concludes.    Are you looking for a particular part of the episode? Use these helpful timestamps:  01:55: The last thing that made Tshidi smile 04:35: Moving to Switzerland 08:40: Creating a YouTube channel 14:30: Tshidi's journey into Talent Acquisition 24:45: His role as Talent Acquisition and Employer Branding Lead 31:50: Efficient & effective recruitment & retention 42:30: The effects of tech on TA 48:25: The importance of maintaining relationships with candidates 52:50: Time management & prioritisation  If you're interested in learning more about Tshidi's platform on LinkedIn, please visit: https://www.linkedin.com/company/topofthemorning-with-tshidi/ You can also find Tshidi on YouTube.    EMEA Recruitment is proud to support Operation Smile, an international medical charity that provides life-changing surgery to children born with cleft lip and palate. If you're able to help us in our goal of creating 100 new smiles, please visit: https://www.operationsmile.org.uk/donate-to-operation-smile/donate-to-operation-smile-emea-recruitment/   The podcast is hosted by Paul Toms, Founder of EMEA Recruitment, and Rose Jinks, Marketing Manager.  We're experts in professional services recruitment – including TA and HR positions. To find out more, please visit our website: https://www.emearecruitment.com/  You can also keep up to date with us through LinkedIn: https://www.linkedin.com/company/emea-recruitment-limited/  If you'd like to contact Paul, please connect with him on LinkedIn: https://www.linkedin.com/in/paultoms/  Or follow him on Twitter: https://twitter.com/paul_toms    If there are any topics you'd like us to cover in future episodes, please reach out to Rose: rose.jinks@emearecruitment.com    #emearecruitment #emearecruitmentpodcast #tshidikhunou #paultoms #operationsmile  #operationsmileuk #recruitment #talentacquisition  

We were honoured to welcome Madlaina Brogt, Regional Head & Recruitment Delivery, and Sally Higham, Director – Head of Talent Attraction, at Lonza, onto the EMEA Recruitment podcast. "To see that people with a joint goal can make the impossible possible is an experience I will never forget." Speaking to Paul Toms from the Lonza Tower in Basel, Madlaina reveals that the last thing to make her smile was the local Swiss chocolates she received from Lonza to celebrate its 125th anniversary. For Sally, her son always brings a smile to her face; she finds it nice to step back and listen to a 13-year-old's perspective on life.  To celebrate International Women's Day in March, Lonza hosted a calendar of events and was even joined by a female astronaut from Houston. Sally admits that Lonza has come a long way on Diversity & Inclusion, but still has a long way to go.  As an organisation, Lonza has selected some of the UN's Sustainable Development Goals – gender equality being one of them. Lonza is collaborating with hiring managers to make sure there is a diverse slate as they go through the recruitment funnel; hiring managers also need to understand why D&I is important for the organisation, the culture and the brand. D&I is a journey that never stands still, they add.  Exploring how the pair fell into a recruitment career, Madlaina shares that her plan was different originally, but she enjoys the challenge of being a recruiter and being part of Human Resources. As a recruiter, you are involved in shaping the future of the company and you need to acquire many different skillsets, she says.  On the other hand, Sally fell into the industry having started her career in advertising. She loves her role, and has even lived and worked in Asia in past positions.  Discussing how to attract and retain talent, we explore why it is important to showcase what employers can offer. At Lonza, a clear employee value proposition and strong storytelling is super important. From Global Talent Attraction, the use of programmatic campaigns helps attract talent and penetrate new markets. The use of strong experts in key roles to pipeline talent for the future and a focus on good candidate experience is also important.  During the COVID period, Lonza recruited 2,000 employees, thanks to a strong team that was driving in the same direction. During the pandemic, there was a spike in activity and innovation, and a growing need for medicines. The company's value proposition, "making a meaningful difference," was exactly what they could offer prospective employees during that time; the cantonal and federal authorities were also able to assist Lonza in hiring people outside the EU.  We also discuss the importance of listening and empathy. Madlaina describes the personality traits as cornerstones that give a human aspect to stakeholder management. The culture at Lonza is very strong and shaped by strategy, with a huge focus on development and retention; both listening and being empathic keep that alive.  Delving into hiring efficiently and effectively from a Global Talent Acquisition point of view, Lonza's talent referral programme and career sites are global pillars. There are different initiatives in different countries, but there is a structure and a process in place to enable a good candidate experience, irrespective of where they apply for a role. Exploring the true cost of the wrong hire – including wasted salaries, training time, effort and loss of productivity – we found that it can cost up to three times the annual salary of the employee.  To avoid hiring the wrong person, organisations need to understand the disconnect in both expectations and personality fit, which goes much deeper than a review of technical skills, and make any necessary changes.  Paul asks Madlaina and Sally what they are most proud of. For Madlaina, she is most proud of being able to make a meaningful difference by contributing to projects that helped overcome a global pandemic, which has fostered a great sense of belonging and motivation for her.  For Sally, growing a Talent Acquisition team and watching them deliver support for HR, people and the business has been a real joy.  The episode ends with finding out who has inspired the duo over the years. Sally credits Jay Shetty (author of Think Like a Monk), Queen Elizabeth II and Caroline Barth – the CHRO at Lonza - for her drive and determination.  Madlaina also credits Caroline for being a strong leader with a clear focus on people and culture, adding that Caroline joined Lonza at an important time during lockdown, helping inspire people and defining a strong HR strategy.   To find the part of the episode that most interests you, please use the timestamps below: 01:50: The last thing that made Madlaina & Sally smile 04:45: D&I at Lonza 09:00: Journeys into a recruitment & talent career 15:05: How Lonza attracts & retains employees 21:30: Recruiting 2,000 people over the COVID period 25:48: Personality traits to leverage stakeholder management skills 29:35: The importance of listening & empathy 32:00: Hiring efficiently & effectively 38:40: The cost of the wrong hire 42:40: Changes in the retention plan during COVID 49:45: What Madlaina & Sally are most proud of 53:15: Who has inspired the duo over the years?  If you'd like to connect with Madlaina or Sally, you can find them on LinkedIn.     We're proud to work with Operation Smile to bring you this podcast. Operation Smile provides life-changing surgery to children and adults with cleft lip and palate around the world. To find out more about their work, please visit: emearecruitment.com/operation-smile   The EMEA Recruitment podcast is hosted by our Founder, Paul Toms, and our Marketing Manager, Rose Jinks.  To find out more about how we can support you in hiring into your team, please visit our website: https://www.emearecruitment.com/  You can also keep up to date with our market insights through LinkedIn: https://www.linkedin.com/company/emea-recruitment-limited/  Connect with Paul on LinkedIn if you'd like to get in touch: https://www.linkedin.com/in/paultoms/  Or follow him on Twitter: https://twitter.com/paul_toms    Do you have any feedback? Please get in touch with Rose: rose.jinks@emearecruitment.com   #emearecruitment #emearecruitmentpodcast #madlainabrogt #sallyhigham #paultoms #operationsmile  #operationsmileuk #hr #humanresources #iwd2023  

We were delighted to welcome Tania Micki, Group CFO at Tecan AG, onto the EMEA Recruitment podcast.  "Dream big, stay unique, make it count." In this episode, Tania reveals that it's the simple things that keep her smiling; spending time with her son in the mornings and dropping him off at school.  In terms of time management, Tania believes it's all about priorities and balance. She has always been ambitious, and strives to continuously learn and evolve in her career, now taking part in mentoring to help others.  Paul Toms asks Tania what it feels like in the role of Group CFO at Tecan AG. She recalls coming back home from the office feeling great and smiling. Tania adds that, when you are doing something meaningful, it makes the work much more enjoyable. At Tecan AG, there is a focus on people and culture, which shines through. Tania discusses joining the company during COVID, which she found challenging. However, she had already had lunch some colleagues before lockdown, which made relationship building easier; even though relationships can be created virtually, it does not replace the face-to-face interaction, she believes.  Touching on Tania's optimistic approach, she explains that, through life and experience, you can either cry and complain or you can do something about it and find a reason to smile. Exploring the qualities of a leader, Paul commends Tania for the great recommendations listed on LinkedIn referencing her leadership and work ethic. In her role, optimism definitely helps, alongside being a role model, having clarity in your goals, and offering freedom and trust.  Speaking about the younger generation and their attitude to work, Tania claims that the vast amount of information available means that they are looking for change at a faster pace. Instead, Tania is a fan of internal rotation and "asking the question"; you cannot learn about the company and your role in its entirety within 18 months, so have a conversation with your manager about opportunities before moving on – patience is key.  Onto the future of the Finance function, Tania believes that artificial intelligence can support the function, but it will not provide all the answers. The added value is knowing the actions you are going to drive from digital tools and their results.  Furthermore, Tania believes that qualifications can provide you with the foundations of knowledge and an understanding of the discipline, but you must update that on a regular basis, alongside your business acumen and common sense. As CFO, you must understand a wide range of topics that will bring change to the table. To end the episode, Paul and Tania discussed change, diversity, and women in the workplace. Tania has created a CFO/CHRO women group, who meet quarterly and exchange information. She is also a believer of natural change from an equality and equity point of view, and feels that a change in mentality is helping.    Are you looking for a particular part of the episode? Use the timestamps below: 01:20: The last thing that made Tania smile 02:40: Setting priorities 06:55: What it feels like to be Group CFO 10:20: Joining Tecan AG during COVID 13:35: The optimistic approach 15:30: Qualities of a leader 19:05: The importance of trust 21:50: The benefits of staying with a company for 10+ years 27:40: The future of Finance 36:00: The importance of qualifications 40:50: Change, diversity, and progress If you'd like to reach out to Tania, connect with her on LinkedIn.    EMEA Recruitment is a proud supporter of Operation Smile, an international medical charity that provides free surgery to children born with cleft lip and palate. Can you help us change a child's life? Please give anything you can to support this cause: https://www.operationsmile.org.uk/donate-to-operation-smile/donate-to-operation-smile-emea-recruitment/ The EMEA Recruitment podcast is hosted by Paul Toms, our Founder, and Rose Jinks, our Marketing Manager. Full details of our professional services recruitment offerings, including Finance & Accountancy, is available on our website: https://www.emearecruitment.com/  You can also keep up to date with us on LinkedIn: https://www.linkedin.com/company/emea-recruitment-limited/  To contact Paul, please reach out to him on LinkedIn: https://www.linkedin.com/in/paultoms/  Or follow him on Twitter: https://twitter.com/paul_toms    To share your thoughts on this episode, please get in touch with Rose: rose.jinks@emearecruitment.com    #emearecruitment #emearecruitmentpodcast #taniamicki #paultoms #operationsmile  #operationsmileuk #finance  

We were happy to welcome Andries Feikema, Global Director Procurement Digitalization and Transformation at DSM, onto the EMEA Recruitment podcast.  "It's not tool implementation, it's business transformation." Speaking to Paul Toms, Andries explains how nice it is to see people face-to-face again; he recently had the opportunity to meet someone he hired a year ago face-to-face for the first time since travel restrictions were eased.  Andries also shares the last thing that made him smile, which was finding out his youngest daughter was selected for one of the two seats being offered at an academic hospital for an internship. In terms of time management, remote working has made Andries' life much easier. Working from home means less time travelling and the ability to be more present.  However, he admits that it is still important to meet people in person and to find the right balance. At the beginning of the pandemic, Andries really enjoyed remote working, but now, with people returning to the office, he is also enjoying that.  With nearly 11 years at DSM, there is never a dull moment for Andries, as there are many opportunities and challenges at the company. He mentions the upcoming merger, which will bring some new dynamics to his role. He is also very passionate about digitalisation, sharing the benefits it can bring to a Procurement function and to the wider organisation. DSM started its digitisation journey in 2013/14. Since then, it has been extended further and matured. In 2018, with the design of the business case and funding for the journey, the fundamentals were put in place as part of the digital roadmap.  Andries stresses the growing need for information. In order to get the right information, you need the right data, he explains. And, to obtain the right data, you need to have digital processes in place to supply the information to build upon sourcing strategies. He also emphasises the increasing importance of advanced and predictive analytics versus descriptive analytics. From a personality perspective, being open minded is the stand-out trait that Andries believes has helped him in his role. Being open to change, feedback and ideas, as well as being organisation sensitive, people sensitive and culturally sensitive, is an important skill, he believes.   Referencing Simon Sinek's Start with Why, Andries claims that organisations must be able to explain why they do what they do, otherwise it's difficult to make change.   Paul asks about the start of Andries' Procurement career. 20 years ago, he began a traineeship at a bank and completed a Procurement assignment. From there, he met people at the right time and came in connection with NEVI (the Dutch Association for Procurement and Supply Management). Looking at how to find the right people for the organisation, Andries starts with the profiles he is looking for, the aspirations of the organisation, and makes sure he is supported by the HR department or external recruiters.  The skillsets required to get into the discipline – and the skills needed to become better business partners - include analytical, conceptual and advisor skills, along with the ability to collaborate with the business and suppliers.  Throughout Andries' career, many people have inspired him. He mentions a previous Chief Procurement Officer at a huge oil company, who inspired Andries on a leadership level and how to make a change. Andries will be giving talks at summits and roundtables throughout the year talking about DSM's digital transformation, sharing knowledge and building a network. If you would like to find out more, please connect with Andries on LinkedIn: https://www.linkedin.com/in/andriesfeikema/  The EMEA Recruitment podcast is available wherever you listen to your podcasts. If you're interested in a particular part of the episode, please use these timestamps:  01:30: Travelling after COVID 03:30: The last thing that made Andries smile 05:00: How Andries manages his time 05:55: The flexibility of working from home 08:00: Approaching 11 years at DSM 09:10: His role as Global Director Procurement Digitalization and Transformation 11:20: Digital ways of working 14:20: Biggest challenges for the next few years 18:35: Personality characteristics that help Andries in his role 20:15: Focusing on the why 22:25: How Andries started his Procurement career 27:30: Key steps for getting the right talent 32:00: The effect of BI & data on the Procurement function 33:20: The skillset needed to get into the discipline 35:40: How cultural awareness helps Andries as a leader 38:00: Andries' opinion on remote working 40:30: The people who have inspired Andries 42:00: Keynote speaking 44:00: Future events   EMEA Recruitment is proud to support Operation Smile, an international medical charity that provides free surgery to children and adults with cleft lip and palate. We're on a mission to create 100 new smiles through our partnership. If you're able to support in any way, please visit: https://www.operationsmile.org.uk/donate-to-operation-smile/donate-to-operation-smile-emea-recruitment/   The EMEA Recruitment podcast is hosted by Paul Toms, our Founder, and Rose Jinks, Marketing Manager. To learn more about our professional services recruitment, including our specialist Procurement & Supply Chain division, please visit our website: https://www.emearecruitment.com/  You can also keep up to date with us on LinkedIn: https://www.linkedin.com/company/emea-recruitment-limited/  If you'd like to reach out to Paul, please find him on LinkedIn: https://www.linkedin.com/in/paultoms/  You can also follow him on Twitter: https://twitter.com/paul_toms    Do you have any feedback for us? Please get in touch with Rose: rose.jinks@emearecruitment.com    #emearecruitment #emearecruitmentpodcast #andriesfeikema #paultoms #operationsmile  #operationsmileuk #procurement #digitalization

Thank you to Mark Steele, Director Corporate Planning at International Air Transport Association (IATA), for joining us on the EMEA Recruitment podcast.  "There's always a solution, and we will always find a way to deal with it."  To begin the episode, Paul Toms delves into Mark's international career. Mark previously worked at Nissan for 22 years across Europe - in the UK, France, Finland, the Netherlands and Switzerland.  In today's market, 22 years in the same company is uncommon. However, for Mark, the years went by quickly; the longest he stayed in the same role at Nissan was for three years, before having the role expanded or changing location. Mark admits he has been very lucky to meet great people in great places. He explains that, in any situation, you can always find common ground. His advice for others considering an international career opportunity is to weigh up the pros and cons, but to not be afraid - life is short. If you do decide to accept the opportunity, give it at least six months before deciding the job is not for you, he adds.  Paul askes Mark about his role as Director Corporate Planning at IATA. Mark finds the scope of his role excellent and praises his outstanding team, which is respected across the organisation.  As a leader, Mark is a firm believer of trust, honesty, inclusivity and consistency. He gives mention to a previous manager at Nissan, named Rob, whose managing style has influenced Mark's own approach.  To gain top quality people, Mark says you must be crystal clear in what you want and the job description of the role, as well as to not over-spec or under-spec.  Discussing the future of the Finance function regarding business intelligence and data, Mark discuses the sheer mass of data IATA currently holds; the company represents 300 airlines, which is over 80% of global air traffic.  As a function, Finance is extremely focused on data. Mark believes that data is great, but does bring its own problems – deciding which reports are useful, which aren't, and which ones can be improved to make this data more useful for the organisation is the next step in the process.  Mark accepts there is a risk of employee burnout. During COVID and its corresponding restrictions on travel, IATA lost huge amounts of revenue and underwent a restructuring. As a result, 20% of positions were lost – four of which were in Mark's team and have yet to be replaced. This means they must be extremely critical in tasks they accept and laser sharp on prioritisation.  Listen to the end of the episode to learn about how Mark looks after his wellbeing outside of work and the advice he would offer to his 18-year-old self.   To find the part of the episode that interests you most, please use these timestamps: 01:35: The last thing that made Mark smile 03:40: Key takeaways from Mark's international career journey 06:15: Working for Nissan for 22 years 10:20: Advice on international career opportunities 16:20: Mark's role as Director Corporate Planning 19:10: Managing a team at IATA 22:55: Qualities of a leader & the manager who inspired Mark 25:30: Making the recruitment process efficient & effective 28:45: The impact of BI & data on the Finance function 33:00: The progression of the Finance role 35:10: The risk of burnout 37:35: How Mark looks after his wellbeing outside of work 40:50: The importance of family & advice for your 18-year-old self If you'd like to contact Mark, connect with him on LinkedIn.    Operation Smile is the official partner of the EMEA Recruitment podcast. We're committed to creating 100 new smiles through this partnership. If you can help raise awareness or funds for this cause, please visit emearecruitment.com/operation-smile   This episode was hosted by Paul Toms, our Founder, and Rose Jinks, Marketing Manager. To learn more about our international recruitment services, please see our website: https://www.emearecruitment.com/  You can also follow us on LinkedIn: https://www.linkedin.com/company/emea-recruitment-limited  To connect with Paul, you can find him on LinkedIn: https://www.linkedin.com/in/paultoms/  Or follow him on Twitter: https://twitter.com/paul_toms    Are there any topics you'd like us to cover in future episodes? Please get in touch with Rose: rose.jinks@emearecruitment.com    #emearecruitment #emearecruitmentpodcast #marksteele #paultoms #operationsmile  #operationsmileuk #finance

We were proud to welcome Cyrille Desbazeille, Chief Procurement Officer at Franke in Zurich, onto the EMEA Recruitment podcast.  "Shifting a culture of an organisation takes time and resilience, but once the willingness is there and you are progressively creating the critical mass, you can really move the needle." Speaking to Paul Toms, Cyrille reveals the last thing to make him smile – it's a sustainability-focused response!  Cyrille has recently faced similar challenges to other CPOs around the world in terms of supplier issues and inflation. However, as Franke is privately-owned, the company has a good cash position and is not strained by results, but by business continuity.  Cyrille shares the reasons he joined Franke, along with insight into how the culture is much different to his previous workplace, Coty Inc. Franke is currently undergoing a transformation and merging three different divisions into one.  Cyrille also mentions the root cause of his passion for people development. At one of his previous employers, Danone, investing in people is key. The idea that you're recruiting a person for – ideally - a minimum of two roles (the current position and a potential, developed role) is something Cyrille believes in.  Discussing patience in the hiring and development process, Cyrille addresses the desire for employees to have things immediately. In his opinion, this is inefficient, because people deliver their best around the 18-month to two-year mark. If people are with the company for a period shorter than 18 months and do not learn from their mistakes, there is a high possibility that they will be unable to implement their learning in the next organisation. When it comes to finding the right candidates for the role, the process will begin with the recruitment manager. However, there is now a large need to sell the organisation to the person. Since Franke isn't as big as its competitors, employees have a chance to make a lasting impression compared to multi-national companies, where it becomes difficult to evidence tangible results.  Cyrille offers his advice for those debating whether or not to go into Procurement. He states that Procurement is the only function facing upstream, along with Research & Development. He adds that Procurement allows you to have a full scope of responsibility to find the right people and suppliers; it also has its complexities, but is a very exciting function, overall.  Interestingly, at Franke, business intelligence (BI) and data is yet to have an impact on the Procurement function. However, Cyrille admits that BI and data will make Procurement more interesting; if you have a robot or AI managing the transactional elements, professionals will have more time to do the strategic thinking fed by information coming from BI.  Cyrille shares his outlook on time management, focus and prioritisation - he has always been clear on prioritising his family. At work, he focuses on the areas where he can bring value and defines what is important. If you do not make the trade-off yourself, someone will do it for you – protect your agenda and your health, he says.  Listen to the end of the episode to learn about how a 40-year relationship with a supplier had to be reshuffled in just 12 months.  If you're interested in a particular part of the episode, please use the timestamps below: 01:00: The last thing that made Cyrille smile02:30: What it feels like to be CPO at Franke05:20: Cyrille's past roles  09:30: Where Cyrille's passion for people development comes from13:10: Why patience is important in the hiring & development process20:20: How to source candidates effectively 25:30: Advice for people looking to move into Procurement30:50: The impact of BI & data on Procurement34:30: Time management, focus & prioritisation37:50: Reshuffling a 40-year relationship with a supplier in 12 months You can find Cyrille on LinkedIn if you would like to connect with him: https://www.linkedin.com/in/cyrille-desbazeille/   EMEA Recruitment is a proud partner of Operation Smile, an international medical charity that provides life-changing surgery to children and adults with cleft lip and palate. If you can donate anything to support this cause, please visit: https://www.operationsmile.org.uk/donate-to-operation-smile/donate-to-operation-smile-emea-recruitment/   The EMEA Recruitment podcast is hosted by Paul Toms, our Founder, and Rose Jinks, our Marketing Manager. Learn more about our specialist recruitment services – including Procurement & Supply Chain – through our website: https://www.emearecruitment.com/  We also regularly post updates on LinkedIn: https://www.linkedin.com/company/emea-recruitment-limited/  To connect with Paul, please reach out to him on LinkedIn: https://www.linkedin.com/in/paultoms/  You can also follow him on Twitter: https://twitter.com/paul_toms    Are there any topics you'd like us to cover in future episodes? Get in touch with Rose: rose.jinks@emearecruitment.com    #emearecruitment #emearecruitmentpodcast #cyrilledesbazeille #paultoms #operationsmile  #operationsmileuk #procurement

Thank you to Edgar Magyar, CFO and Global Client Finance Lead at Publicis Groupe in Zurich, for joining us on the EMEA Recruitment podcast.  "Go and show the world you're able to do it." To start the episode, our Founder, Paul Toms, asks Edgar about his relationship with his wife – the two are considered a Finance power couple. Edgar shares how they met in the workplace, and grew to take advantage of many opportunities in various companies and industries. He also explains the benefits of having a partner who can challenge and advise you on your work-related decisions.  Edgar talks about his management and leadership style, and how this benefits the team. He is a firm believer of trust and suggests solutions without dictation. He adds that leadership positions are offered within his team to people who are trusted and can work well together. We discuss the strategies that make an effective recruitment process and how high-quality candidates come to be selected at Publicis Groupe. As a hiring manager, you must be clear about the needs of the business and transparent about the business itself. The technical aspects are important, but consider the character traits, cultural fit and the current team – introducing the prospective candidate to the team will benefit both parties in the long-term. Highly motivated teams are built with strong team culture, Edgar believes.  Delving deeper into Edgar's management style, he shares that coaching is another critical element and team contribution leads to far better outcomes. He also expresses his distaste for being involved in operational processes, as he much prefers designing and fixing processes to obtain the most effective solutions.  As well as being CFO, Edgar has additional Finance responsibility, looking after the legal matters for two global clients, UBS and Stellantis. His job is never boring and he find it to be a very exciting role. In terms of time management, he says one can only be efficient when you don't carry problems. He reiterates the need to trust your people, as you cannot manage everything. Make time for decent sleep and exercise, and always make time for your family and friends, as they are the ones that will always be there for you, he says.  We explore the impact of business intelligence and data. In Finance, there are huge quantities of data, with increasing complexity, that need to be managed. Edgar highlights that Excel is a great tool, but the amount data has become too heavy – data visualisation tools and tools that can automate processes (like Power BI) are becoming increasingly essential to obtain more sustainable solutions.  We learn about the Executive MBA in Digital Transformation that Edgar completed. He is now putting his learning into action, and developing a global platform that will work to make processes more manageable and leaner, ultimately adding value for the key group clients in the future.  Listen to the end of the episode to hear about the CFO's 50th birthday celebrations and his friendships that span over the decades. If you're looking for a particular part of the episode, please use the timestamps below: 01.55: Positives of COVID-19 on Edgar's personal & work life03:40: A Finance power couple06:00: Edgar's leadership style12:50: Recruiting quality people21:40: Effective management strategies24:35: The defining moment in Edgar's career26:55: What it feels like to be a CFO33:00: The importance of time management38:00: The impact of BI & Data on Finance42:30: Edgar's Executive MBA48:00: Edgar's outlook on life50:00: 50th birthday celebrations If you'd like to reach out to Edgar, you can connect with him on LinkedIn.    We are proud to work with Operation Smile to bring you the EMEA Recruitment podcast. Operation Smile is an international medical charity that provides free surgery to children with cleft lip and palate. If you'd like to find out more about our partnership, see our website: https://www.emearecruitment.com/operation-smile   This episode is hosted by Paul Toms and Rose Jinks. Are you hiring into your team or looking for a new role yourself? Find out more about our full range of recruitment services through our website: https://www.emearecruitment.com/  You can also stay up to date with us via LinkedIn: https://www.linkedin.com/company/emea-recruitment-limited/  If you'd like to contact Paul, please connect with him on LinkedIn: https://www.linkedin.com/in/paultoms/  You can also follow him on Twitter: https://twitter.com/paul_toms    If you'd like to share your feedback on this episode, please get in touch with Rose: rose.jinks@emearecruitment.com    #emearecruitment #emearecruitmentpodcast #edgarmagyar #paultoms #operationsmile  #operationsmileuk #finance