Episodes

  • EMEA Recruitment Podcast #173 - Chris Girling – A Pioneering Career in Cybersecurity

    EMEA Recruitment Podcast #173 - Chris Girling – A Pioneering Career in Cybersecurity
    Jun 8 2026
    We were honored to welcome Chris Girling, Partner, Cyber Risk and Resilience at PwC Switzerland, onto the EMEA Recruitment podcast. "Cybersecurity has become a question of when, not if." Paul Toms asks what ignited Chris' interest in Computer Science and Technology. Growing up in the UK, he describes himself as a "middle of the road" student at secondary school level and was advised not to be too ambitious with further education. Instead, he did the opposite, taking on more subjects than expected and excelling in Economics. For a time, people assumed Chris would head toward a career in Banking or Economics, but his real passion was always Computer Science. He spent evenings building games, coding his own version of Tetris, and teaching himself programming. That passion led him to study Computer Science at the University of Warwick, which he describes as having a pioneering philosophy focused on adaptability, rather than specializing in a single technology. Students were expected to learn huge numbers of programming languages and quickly adapt to change, preparing them for an industry that would constantly evolve. That experience taught Chris how to approach unfamiliar technical challenges with confidence. The conversation then focuses on Chris' career journey. During an internship at Credit Suisse, he combined his interests in Business and Technology by joining the Access Control team. Within days, he had bought textbooks to teach himself the programming languages the bank used and began automating large parts of the team's work. The tools he helped create became the foundation for systems that remained in use until the bank's collapse. He described that period as the moment he realized his career would be built around solving new technical problems and applying technology in practical ways. He later joined Shell's Marine business, supporting around 70 IT applications operating across roughly 80 countries, with only a small team managing the environment. Over several years, he learned multiple programming languages, re-platformed systems, managed outsourcing and offshoring projects, and worked on some of Shell's first .NET deployments when the technology was still brand new. Chris admits that, during those early years, he occasionally had "run-ins" with Security teams because governance was far less mature than it is today, but those experiences ultimately helped shape his interest in Cybersecurity from both the technical and operational side. As his career progressed, Chris moved into Program Management and quickly found himself leading major global initiatives. One of the defining examples was a large European regulatory compliance program at Shell, which was ultimately delivered at around 10% of the cost of competitors because the solution had been designed in a scalable and sustainable way. Chris explains that many organizations continuously add "carbuncles" or layers of complexity onto old systems, whereas he has always enjoyed stripping technology back to build cleaner, more elegant solutions. That mindset naturally led him into Cybersecurity and IT Risk. Chris explains that Shell's internal security policies were among the early foundations that influenced what later became the ISO 27000 Cybersecurity standards. By the late 2000s, Credit Suisse approached him about moving into Cyber and IT Risk full-time, believing Cybersecurity was about to become one of the defining business issues of the next decade. They were looking for someone with both deep technical knowledge and the ability to deliver large-scale programs, which became a major turning point in his career. Paul asks about other defining moments within Chris' career. Looking back on his 16 years in Cybersecurity roles, Chris describes himself as a "troubleshooter" who repeatedly moved into the most challenging areas of Security at the time. He explains that Security technology constantly evolves, with attackers adapting so quickly that solutions can become outdated within only a few years. That gave him opportunities to work across multiple technologies and disciplines, rather than remaining siloed in one specialism. Chris also highlights several defining industry moments during his time at Credit Suisse. Around 2012, he worked with UK regulators to help shift industry thinking away from pure "Security" toward the concept of Cyber Resilience - preparing organizations for how they would respond when incidents inevitably happened, rather than assuming prevention alone was enough. Later, in 2018, he helped architect Quantum Dawn, the first ever global Cybersecurity exercise of all banks worldwide, testing how the industry would respond to a major cyberattack affecting global markets. Chris delves into how Cybersecurity leadership has evolved over time and his recent board position. Earlier in his career, Security leaders often focused purely on technical delivery, whereas accountability increasingly sits at board level today. Since ...
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    54 mins
  • EMEA Recruitment Podcast #172 - Finance Leadership and the Human Element – Jakub Bejnarowicz

    EMEA Recruitment Podcast #172 - Finance Leadership and the Human Element – Jakub Bejnarowicz
    Oct 14 2025
    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 ...
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    41 mins
  • EMEA Recruitment Podcast #171 - The Hidden Dangers of ESG Strategic Ignorance – Nicolas Carrera & Dr. Aleksandra Jancikova

    EMEA Recruitment Podcast #171 - The Hidden Dangers of ESG Strategic Ignorance – Nicolas Carrera & Dr. Aleksandra Jancikova
    Jun 3 2025
    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" ...
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    52 mins
  • EMEA Recruitment Podcast #170 - Adaptable Management – Martin Zemp

    EMEA Recruitment Podcast #170 - Adaptable Management – Martin Zemp
    Mar 23 2025
    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 ...
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    46 mins
  • EMEA Recruitment Podcast #169 - Thomas Haeny – Focusing on the Now and Embracing Change

    EMEA Recruitment Podcast #169 - Thomas Haeny – Focusing on the Now and Embracing Change
    Mar 12 2025
    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 ...
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    41 mins
  • EMEA Recruitment Podcast #168 - The Role of Finance in Developing Sustainable Business Strategy – Oriane Minger & Dr. Ilidio Silva

    EMEA Recruitment Podcast #168 - The Role of Finance in Developing Sustainable Business Strategy – Oriane Minger & Dr. Ilidio Silva
    Jan 28 2025
    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...
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    55 mins
  • EMEA Recruitment Podcast #167 - René Behr – Building Resilience to Power Performance

    EMEA Recruitment Podcast #167 - René Behr – Building Resilience to Power Performance
    Oct 29 2024
    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
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    40 mins
  • EMEA Recruitment Podcast #166 - Kathy Magee – Helping the World Smile

    EMEA Recruitment Podcast #166 - Kathy Magee – Helping the World Smile
    May 10 2024
    "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
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    42 mins