You have worked throughout your career with Nestlé in various roles and across different countries. Which has been the most memorable role and why?

A lot of people ask me that question, but there is no difference for me in any of the roles and that’s valid for the roles, the countries and the people. I lived in six countries and all of them were good. If you really challenged me I may remember a few bad things, but I decided a long time ago to become an ex-pat, for which you need a certain mindset – and a supportive family! The most important support I had was from my wife and we grew up with the kids together. They are two ‘safety nets’ when you are an ex-pat – your family and the company.

In every country it was great for different reasons and I grew with each of the jobs – it was a very interesting learning curve. I started without too much experience – I grew up in Hungary behind the ” Iron curtain”?. In the first year of University I still had a book ‘The Political Economics of Socialism’ – which was thrown away soon after the second semester.

My diploma was in International Commerce and so I started in finance with no knowledge of accounting and learnt on the job, I never studied accounting until working!  At university I followed the international finance subject, which helped me understanding the topic faster and better.

I moved to Switzerland in 1990, after the Berlin Wall came down in 1989. I won a Scholarship from the Swiss embassy in Hungary for a Postgraduate course and studied at the University of Neuchâtel. I heard of opportunities at Nestlé from a contact at my tennis club and started working at the headquarters in Vevey. I was sent to Croydon, England to learn English, where I studied an intense three-week course and then had to start work in England and adapt to the language very quickly!

Luck and network have huge importance in your career – though I believe you can manage your luck. I always embraced opportunities offered to me and made the best of them.

This year Nestlé is celebrating 150 years in Switzerland, what do you think has been the key to the company’s ongoing success?

I think it’s always helpful to be in the food business as people always need to eat! Infant cereal was a revolutionary product and also Nescafé was a breakthrough. A scientist at Nestlé created technology to make soluble coffee as the Brazilian government needed a way to store an excessive supply of coffee beans. Chocolate was also revolutionary, towards the end of 19^th century, using milk powder to mix with roasted and ground cocoa beans.

Nestlé have considerable expertise in manufacturing and technologies in all the categories. We probably spend the most out of all food companies on Research & Development. Nespresso, for example, was ahead of its’ time. It was actually created in the 80’s but only picked up popularity 15 years ago.

Nestlé has also grown through acquisitions with the likes of Carnation (and Friskies) in the 80’s, Rowntree’s and Spillers in the 90’s and later Purina or Wyeth.  Innovation and renovation are key, as is an ongoing understanding of geographical expansion and emerging markets – for example the Philippines, with limited milk production, was a busy market for powdered milk during the time I worked there.

What do you think are the major challenges that lie ahead for Switzerland’s growth?

The Swiss market for Nestlé is relatively small, making up less than 2% of Nestlé’s worldwide business, but is extremely important as we are a Swiss company where Henri Nestlé founded and set up the business. Nestlé have opened, at the site of his first factory, a museum (an interactive experience about food and nutrition) called the ‘nest’.

There are some changes for the business in the near future with current CEO Paul Bulcke becoming Chairman in 2017, and new CEO Ulf Mark Schneider (from Fresenius Medical) joining in September 2016.

How have you seen the role of finance change throughout your career?

A lot actually – it is more important and different than it was before, because of strategic thinking. When I joined Nestlé the role of finance was just that – financial – but now it is much more strategic. The CFO and CEO are the only people who see everything to do with the company – we have an overview of balance sheet, P&L, everything.

Each business unit has ‘co-pilots’ dealing with the finance. We have a portfolio management tool which manages from bottom up the forecasts from the markets, from the businesses, which is consolidated at each level – globally managed business level and group level - so I have visibility of all regions and all categories. I use that information get the full picture to work with the CEO and Zone Management to set the direction and targets of all the markets and monitor them. So our decisions really impact the development of the business.

What attributes do you think make a good leader in finance?

I strongly believe in management through convincing, not through fear. If staff are motivated, then the results and profits will follow.

I like to adopt a ‘door is always open’ policy as availability is so important.  My colleagues know that if my door is closed it’s because there is something confidential, otherwise it is always open as is my inbox. Personal interaction is key and I believe that a good leader motivates people and that people follow you because they believe in what you say. There are managers and leaders - leaders are much more effective. I also believe that it is possible to learn and grow into a good leader.

What advice would you give to someone starting out in their career or aspiring to be where you are now?

Patience is very important – if promotion doesn’t happen immediately keep calm, understand what’s happening around you and enjoy gaining experience. Appreciate how lucky you can be and take opportunities.

For example, I was asked to move across to the Philippines with my family earlier in my career with Nestlé, with only 3 weeks’ notice. I negotiated a slightly later start to celebrate my 40^th birthday in Hungary with my family, but we then moved across and I took the opportunity.

Exposure to different countries (some developed, some not), cultures and various stages of technical advance has really expanded my experience.

One of the great things about Nestlé is that management always find a reason to trust you and obviously continuous coaching and mentoring throughout, particularly when young in your career, is very important.

What are the biggest challenges you have faced in recruitment for Nestlé?

I think that retention of staff is a bigger issue than recruitment. We are a desired company and so do attract the best people, but we must understand new generations well. We need new people, Nestlé is a good school to train them, but then we don’t want to lose good people. We need to move with the times and find the right combination of things whether it is flexible working hours, different motivation, digital interconnection, etc. - the world is changing so quickly.

Employer branding is very important and we have ongoing discussion about how can we create a globally competitive finance function and attract the best staff.

We have a youth employment programme here and like to give skills and knowledge to the younger generation.

What is the best piece of advice you have been given throughout your career?

You should try not to have a ‘knee-jerk’ reaction – particularly in an era when we communicate by email and can sometimes react too quickly. Give yourself time to absorb what’s happened and consider your reaction – perhaps keep your email response in the ‘draft’ folder until the following day when you’ve slept on things. Also, remember that emails can be misconstrued - it is sometime more effective to communicate by phone call or personal interaction.

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