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EMEA Recruitment Podcast #169 - Thomas Haeny – Focusing on the Now and Embracing Change
- 2025/03/12
- 再生時間： 41 分
- ポッドキャスト
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サマリー
あらすじ・解説
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 ...