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EMEA Recruitment Podcast

EMEA Recruitment Podcast

Auteur(s): EMEA Recruitment & Paul Toms
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 Covering all elements of the recruitment cycle for both job seekers and hirers. The EMEA Recruitment Podcast with Paul Toms will take you through every aspect of recruitment. Looking at both sides of the process, Paul will be offering career-changing advice to the job-seeker and essential exposure to recruitment 'best practice' for the hiring employer, giving each party an insight and understanding into the perspective of the other. This podcast is brought to you by EMEA Recruitment. At EMEA Recruitment we are specialists in Finance, HR, Procurement, Supply Chain and Operations Recruitment at Middle-Management to Executive levels across Switzerland, The Netherlands and the wider EMEA & US region. With offices in Zug, Amsterdam and Nottingham our consultants are well networked and can offer knowledgeable advice within these regions. The podcast is hosted by founder of EMEA; Paul Toms. To find out more about EMEA recruitment visit https://emearecruitment.eu/, follow EMEA Recruitment on LinkedIn or connect with Paul on LinkedIn at https://www.linkedin.com/in/paultomsemea© 2018 EMEA Recruitment Développement commercial et entrepreneuriat Entrepreneurship Gestion et leadership Économie
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  • 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 min
  • 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 min
  • 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 min
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