Latest / The Diary of a CFO / Leading Finance with Curiosity and Cultural Intelligence, with Jenny Fuss

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Leading Finance with Curiosity and Cultural Intelligence, with Jenny Fuss · The Diary of a CFO

0:04
Welcome back to the Diary of a CFO podcast, the
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podcast where finance leaders share the lessons,
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challenges, and wins that shape their careers
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as well as their organizations. I'm your host,
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Waseya Kaman, and today I'm super delighted to
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have with me Jenny Fuss. She is the CFO of Crowley
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Maritime, where she drives finance forwards as
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a strategic partner. Over the course of her career,
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she has led finance across different continents,
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industries, and company sizes. She's known for
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her evolutionary mindset and passion for finance
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and digital transformations. She's always curious
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and challenges conventional thinking and sharing
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finance is not just reactive, but is a force
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for transformation and growth. Welcome to the
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show. Thank you for having me. I was waiting
0:48
for a long time for it. I know I had to reschedule
0:51
it once. That was so much looking forward. I'm
0:55
a big fan of you and how you see your work and
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life that so resonate with me. So excited to
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have some quality time with you today. Oh, thank
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you so much, Jenny. I really appreciate it. I've
1:07
been following you too. So super excited we could
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finally make it because I know as CFOs time is
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interesting, right? Yes, it is. So let's just
1:18
start with your career journey, your fascinating
1:20
career. over different continents, industries.
1:23
So I wanted to start with what drew you to finance
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and accounting in the first place and then moving
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on to where you are now. I think there's one
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ingredient that sticks out for me is that I'm
1:35
a very curious person and want to understand
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how business works, right? How decisions are
1:41
made, how we can make them better. And so for
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me, finance is the lens where you have to understand
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the full picture. and you also get access to
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it. So my journey literally started on the shop
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floor. Of course, I was going through a very
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financial apprenticeship, but I was working in
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a manufacturing environment. So I raised my hand,
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let me get to the shop floor where the real things
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are happening. And it was wonderful to connect
2:09
with the operations and then being able to connect
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to numbers. And over time, right, I realized
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that that's my passion to help others to grind,
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I call it a different set of sunglasses, right?
2:23
Getting different perspectives. And why? I think
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that will help to create clarity. I'm able to
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bring the right data for decision making. And
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I think that really carried me throughout my
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journey, right? I'm German. It's probably very
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clear because of my accent. I lived in China.
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I'm now in the US. I'm now leading as a CFO of
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Crawley. I'm also super excited that in this
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role, I'm also taking procurement in my scope.
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And that is when you have the true end -to -end
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view of the entire value creation. That's great.
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And I worked before in procurement as a science
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professional that I truly think we have to elevate
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that people see procurement as a cost center.
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And really understand that's the performance
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engine where we have critical levers to drive
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results, save the strategy, and then fuel basically.
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And all companies are going through a transformation,
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and we have very uncertain times right now. But
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I'm just inspired being in finance, sitting at
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the table and shaping the future. Oh, that's
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awesome. And for me, when I was thinking about
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you and seeing how you went from Germany to China,
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then to the US, that's like a cultural crash
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course. So how would you say working in different
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parts have shaped the way you lead today? First
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of all, I feel truly gifted to have had the opportunity
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to live and work across three continents. Considering
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that I grew up in a very tiny village of 900
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people somewhere and nowhere in Germany, sometimes
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have this reflection like never in my wildest
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dreams back then, I would have imagined that
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I lead a global team, navigate in boardrooms
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in China and in the US. And I think that those
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experiences have really deeply shaped me. I think
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it's taught me about being you know, humility
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and the power of listening. Let's go a little
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bit of stereotyping or generalizing it, right?
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In Germany, structure rules, okay? In China,
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relationships is everything. In the US, it's
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all about speed and bold moves. And I think great
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leadership isn't just one size fits all. It's
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all about having that awareness to adjust your
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lenses to the team, to the culture. and to the
5:00
moment. And I think that's the superpower that
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carries me every day. Oh, that's amazing. Amazing.
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I wanted to go back and maybe share with us a
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specific example of something that maybe worked
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great in Germany, but then in another country
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didn't work well, vice versa. Just think about
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teams and feedback. The drums are now to be very
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straightforward. And I admire that because there's
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also no BS. You're saying it was the intent to
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help, but in a different culture that may not
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be perceived that way, that can be very disrespectful.
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So when I started leading my team in China, I
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first started like what I had learned in my environment.
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If something is not to the expectations, you
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go say it as it is. No sugar coating, okay? Just
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very straight from the heart. That did not sell
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good in China. So I had to adjust that. And I
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had to learn that if I want them to do and see
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the right things, I have to take a different
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avenue to still give them feedback, but in a
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very different way. And what was for me the magic
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there by me and define what they all were doing
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great and good. Suddenly the areas that where
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I felt like behind expectations just got lifted.
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And that was a beautiful experience for me in
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my personal growth and how I lead. Oh, that's
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awesome. So today, how do you help your finance
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team go through transformation, regardless of,
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like you said, the state where you found them,
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the culture, or what are some of the things that
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you notice that as CFOs, we should be mindful
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of as we're trying to build up our teams? It's
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not magical, but I think it really starts also
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with creating the awareness we all have about
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ourselves, how we show up in the world. I always
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like to encourage people to work on becoming
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a better listener, not just to listen, but to
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understand, adding empathy to the leadership
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style. And then what we all want to expect from
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our peers, also for my operational peers, is
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thinking together around the edges. I would also
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say that start with, don't make assumptions,
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always invite for a debate, welcome different
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perspectives. And particularly right now, I would
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say really look through the multiple lenses.
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We live right now in even more uncertain times.
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I mean, changes are coming by the hour. You don't
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want to burn your team, right? You have to show
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up and build the resilience. And the other point
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to the resilience, I think, is the clarity. So
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I'd rather have the people asking, OK, what does
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it mean now? And let's strive through it. What
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is the short term and what's the long term? And
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always remind us it's our decision how we respond.
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And I feel like that's particularly in the last
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few weeks, super important. Yeah, that I think
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is the framework blending into my team right
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now, not to be subject to that we feel so much
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out of control. And I think that also makes me
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really proud of how the team is responding to
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it and approaching it open -minded and sharing
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their thoughts. And we can weather through this.
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It's yes. It's also how we do it right without
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going too crazy. Let's put it that way Without
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going too crazy. I love it. Yes, you you're right
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because even in uncertainty something I'm more
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certain than others right and if you have the
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right foundations You you really said you setting
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yourself up for success regardless of what what
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it looks like on the other end I love how you
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said clarity When you think about the finance
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function, sometimes we are focused on many deadlines
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at the same time. Maybe we forget about how the
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work that we do aligns with the overall strategy
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of the company. Can you speak a bit about that
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and how the CFO can be a strategic architect
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in all this? I think what always kicks in for
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me is to what end? So why are we doing this?
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What's the short -term outcome? Because that's
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maybe the deadline driven, but what's in the
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long run, in the long game? To what end we are
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doing that? I approach this like was really enabling
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everyone to be aware of that mindset shift. You
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know, when we think about we want to drive digital
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finance transformation, for example. And I feel
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still a lot of people see that as a technical
9:56
project. that it's more, because it's a tool
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for us. It is where then the magic will happen
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when we can start asking better questions, challenging
10:06
assumptions, and enabling faster decisions. But
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what I also always like to, as a second point,
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Lent is, it's not just, you know, first of all,
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it's not just about finance. I mean, we are all
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working in an ecosystem together. Collaboration
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with operation, with sales, everything is super
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important. Having that more customer centric
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mindset, how can we leverage AI? How we can build
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up digital capabilities and simplifying it in
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a way that doing business is just easy. And then
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when I blend back to maybe finance and procurement,
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I think if we really use the new technology in
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that powerful, complimentary way, we will reduce
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the manual work, we have more capacity to do
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the brain work and consequently have better outcomes.
11:03
You see that many companies have their slogan,
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customers first, but then you also have to act
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like that and you have to enable your organization
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to do that because same for us, right, in logistics
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and shipping, our big differentiator is that
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we are faster. and can offer customized solutions.
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And that starts really with having this customer
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centric mindset, understanding how they perceive
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our services and how easy it is working with
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us. Oh, I love it. I love it. I love how you
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say easy to make business with us. But sometimes
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I feel like we saw in the numbers we forget that
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the ease of doing business is a strategic advantage.
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So how do you get to understand that customer
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perspective? Like, do you go out on service call?
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Like, what do you do for you or for your team
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to really understand how the customers view your
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services? So We're switching here to the internal
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lens, right? Like how finance or procurement
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is supporting the business. Also there, it's
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very simple. It's initiating a conversation.
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It's also about maybe bringing forward. You asked
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us to do all of this. What are you doing with
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that, right? Because all the time, you know,
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we have that all particular at FP &A. Once upon
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a time, somebody needed a report on something
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and then we keep generating that report. and
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asking that open question like, you get this
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report. Is it actionable? Is it just a nice to
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have? Or is there anything else you really truly
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need and we are not addressing? It always comes
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back to understanding from the FP &A perspective
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and accounting what the business does. But I
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think just this conversation and we're having
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that right now. Do you want us doing this? And
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if we do, I will ask the question, what are you
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doing based on that information? I have moved
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in the past few years through different companies,
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you know, and everyone is at a different stage
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of call it digital finance transformation. As
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a result, sometimes you enter an organization
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and you have hundreds of dashboards that we do
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not need hundreds of dashboards. We don't. And
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it's time to narrow down what we truly need and
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focus on what are we. So, you know, when I look
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at a dashboard and I'm like, so what? What is
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the action here? What are we going to do about
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that? And if the dashboard is not telling me
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that, then we should stop producing that. Nice.
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I love it. And I'm sure your teams are loving
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that too, because there is a lot of things we
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keep doing because that's the way we've always
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done it, right? The phrase we all do not like
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to hear. So for you, how do you help trim down
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maybe the dashboards and the KPIs? for people,
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like how do you balance maybe operational versus
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financial KPIs? How do you help people come together
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to understand the numbers better? So yeah, how
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I help my team, you know, my team is just also
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getting to know me. I just started a few weeks
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back, but what I have established is that we
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have an open conversation about it, not only
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within the finance team, but also, you know,
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connecting with our sales, commercial teams and
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operations. So narrow down what we really need
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because we are in a situation we have a lot of
14:28
dashboards and a lot of them there's no action
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from it. So just by initiating that clarity and
14:35
direction I can see already the early wins on
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it. Obviously we need to formalize that better
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so I'm about forming like a decision board like
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what are the dashboards so it's not just a wild
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growing grass landscape. And with the intent
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really to provide that clarity, I hope that that
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makes us also more effective and efficient instead
14:59
of browsing through hundreds of dashboards. There
15:02
should be probably just one in the morning with
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four KPIs and customized to the area. My sales
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people need something different than maybe the
15:13
captain of a ship. I'm really excited about what
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we have ahead of us and where we can have much
15:18
better influence. That's awesome. And I like
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that. I'm catching you right now in your exploration
15:24
phase, but this is your second CFO role. So you're
15:27
probably doing things better. You learn from
15:30
all the years in your career. So what would you
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say a CFO stepping in should do in the first
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90 days or six months from your experience? Really
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connecting with the people and understanding
15:43
the business. As simple as that. And I know everyone
15:47
is referring to the first 90 days book and it's
15:51
a good guidance. Reality is very different. As
15:54
a CFO, nobody waits until you have 30 days and
15:57
met everyone. Until you have 60 days and you
16:00
got all the business in. Because when you come
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in, you will be immediately in the weeds, right?
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And balancing that. But take that also as a journey.
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That's part of it. I would say for me, in the
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first month, it's just like follow the money.
16:15
and you will learn about the business. Oh, I
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love it. I love it. End to end. Love it. Great
16:24
advice. Thank you for sharing. But what would
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you say have helped you throughout your career?
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Was it mentors? Because I can only imagine moving
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across different companies, industry, continents.
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What are some of the things that kept you grounded
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and growing throughout? I definitely would say
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it is you know, my personal board, let's put
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it maybe that way. And that is consistent of
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mentors, former bosses, a coach, friends who
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are working in a very different industry. And
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I'm very proud of my board, you know, that's
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also include my fitness coach, by the way. And
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that's very important to me, because you get
17:06
to the point where like, am I on the right trace
17:09
here? Like, you know, challenging myself. and
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having a good sounding board is just excellent
17:14
because I think most remarkable and it goes back
17:18
when I became CFO of a joint venture in China,
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so moving across the country as well, I felt
17:26
very insecure. I'm like, can I do this actually?
17:30
And there were mentors and bosses around me.
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They just took me out for dinner and we had a
17:37
conversation and they were sharing like how they
17:39
were growing up in the corporate world and taking
17:43
on new adventures and encouraged me like you
17:47
never will be 100 % ready for your next role.
17:51
You have the ingredients and the rest will come
17:55
once you start swimming in your new role and
17:58
that's a very very true advice they gave to me
18:02
and that absolutely kept me going and interesting
18:05
enough I moved through different you know companies
18:09
but also within companies different divisions
18:12
where always culture is a little different and
18:14
you kind of like start not from zero in your
18:17
network, but kind of like a bit of reset. That
18:19
is interesting that there's always a saying that
18:22
kind of like got attached to me no matter where
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I went. You know, very early somebody said about
18:28
Jenny, you can throw her in ice cold water and
18:31
she will start swimming. And that is always coming
18:35
back. And I'm very proud of that. And saying
18:38
that just to encourage, you know, the next generation
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of professionals or of those who are at the stage
18:45
and thinking about what next is, go in, no fear,
18:50
be fearless, and then just start swimming. It
18:53
works. Oh, I love it for two reasons. One, you
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work for a company called Crowley Maritime, so
19:00
you're in the water, literally in your role.
19:04
And two, because it reminds me of something you
19:07
said on LinkedIn about be everything being figure
19:10
outable, I think of what do you do when you're
19:14
faced with a situation and you don't know where
19:17
to start and that confidence, that mantra of
19:19
you can figure it out. That is so empowering.
19:23
And also be really okay and embrace to fail.
19:27
It's kind of like fail and then there's of course
19:30
an end, right? Fail, reflect and try again. Nice.
19:36
That is amazing. And so and it leads me to another
19:40
another part of digital transformation, because
19:43
I see you posting a lot about digital transformation
19:46
and leading team. What's your approach to that?
19:50
Because I know earlier you mentioned is not just
19:52
a technical part. It's also the collaboration.
19:55
So how do you lead people like the change leadership
19:59
part of we're going to change? How do you help
20:02
people how you get their buy in? and also stay
20:06
engaged during the whole journey to the end.
20:09
Yeah, I think it really starts us again, leaning
20:13
in on the conversation, providing the clarity,
20:16
the clarity to what end we are doing it. And
20:19
that's a long, long vision, right? Because I
20:22
feel a lot of people take the shortcut and say,
20:25
ah, it's just reducing head count. That it's
20:28
more than that, right? I feel it's also for me,
20:30
digital transformation is an enrichment of how
20:33
we work. And just based on what I have seen over
20:38
the last few years, a lot of companies spending
20:41
only between 60 % and 75 % on data gathering,
20:46
taking the data, people getting into their spreadsheets,
20:49
cleaning the data, adjusting it. I mean, in my
20:53
world, that's no fun, right? It is maybe doing
20:56
it once to drill in is a good experience to understand
20:59
where data are coming from. But we don't need
21:01
to repeat that, right? We are smart people. shifting
21:06
from less manual work to actually seeing it and
21:10
then having the time to talk with your counter
21:16
partner, be it in sales, be it in the operations,
21:19
be it in procurement, to drive where you can
21:23
have impact. I think that's much more fascinating
21:26
than just having a job where you spend six, seven
21:29
hours a day and just trying to get the data together.
21:34
make some sort of sense. And I hope I will learn
21:36
with my team now that they get inspired by that
21:39
idea that their work is going forward much more
21:44
valuable and much more impactful. And I will
21:48
learn if I'm doing a good job on that, because
21:51
I'm also a feedback seeker. Yeah, I just love
21:54
to inspire them that, yes, we are in a change
21:57
or call it evolution, that it is to a better,
22:01
right, to a better setting. as finance or procurement
22:05
at the table. That is awesome. That is awesome.
22:10
And yes, I mean, anybody I know in finance of
22:12
the county will say, yes, like don't want to
22:16
copy paste all day numbers from one part to the
22:19
other to do the same thing three, four, five
22:21
times. But What I've also noticed is with so
22:24
many technology or tools out there, it's difficult
22:27
to find what solution will fit what you need.
22:31
And sometimes we end up with three, four, five
22:33
different software that solve three, four, five
22:36
different things, different ways. Have you experienced
22:39
it too? Like, how do you deal with it moving
22:41
forward? Yes, and I think we have to realize
22:45
we are all in that, right? It's happening. The
22:48
way I found best to prove that we are making
22:52
the right decision is, what is the problem statement
22:55
we like to solve? Very often, I think there's
22:59
not yet clarity what we are trying to solve.
23:02
And I'm just going through that phase right now.
23:05
It was announced I'm the new CFO of Crawley.
23:07
I get called from vendors. And I literally saying,
23:12
thanks for reaching out and making me aware that
23:16
you do exist. That the way I do my business works.
23:21
the other way around. I need to identify the
23:24
problem statement because then I can better define
23:27
what is what we need and the scope. And then
23:30
I can go out and maybe see what is the capabilities
23:33
of those tools, right? That's number one. Number
23:37
two is, first of all, we do have already a lot
23:40
of technology. So either people are not yet trained
23:45
on how to really powerful use it. Or there's
23:50
one connection in all those always complex landscape
23:53
that's not connected yet well. But it also starts
23:57
with teaching your people how to use it. And
24:00
we're just doing that. Our leadership team is
24:03
using Co -Pilot, and we do that to lead first,
24:07
to encourage our people to do the same. And I
24:11
love it, because when you see your CEO using
24:15
Co -Pilot, how cool is that? And even like, you
24:19
know, also that openness sharing, like, you know,
24:22
sometimes we fail in using that new technology,
24:25
but that share is very important one. So I just
24:28
love that we have this mindset of let's try certain
24:32
things, but also be cautious of we cannot, you
24:35
know, just add all the fancy tools just to have
24:39
them. We have to think through what problem we
24:43
need to solve and then find the right technology.
24:46
And I laugh when you said on LinkedIn, as soon
24:49
as it was written, I was a CFO. Man, like the
24:54
email starting flooding, the text messaging.
24:56
I know you're looking into a new system for this.
24:59
And I'm like, no, I know you're looking into
25:00
this. So what would you say as some maybe advice
25:03
to people when they're trying to sell something
25:05
to a new CFO? Like, don't. It goes back to, for
25:10
me that is, you know, if I would be the CFO of
25:13
those companies, their sales performance. must
25:16
suck because it goes back to have a customer
25:20
centric mindset. Don't call me based on an assumption.
25:25
It won't work. It's wasting your time, right?
25:28
I have one company that has, I would probably,
25:32
I would write to the CEO or CFO. I mean, whatever
25:35
they are using a CRM tool, if they are using
25:38
it, but they really suck. That company until
25:41
now, eight different people are approaching me.
25:45
I keep saying, take me off your call list. Oh
25:48
my. Just take me off your call list. And you
25:53
know, I'm just seeing it like, you know, watching
25:54
out in terms of like, because maybe they don't
25:58
have the right leadership, maybe they don't have
25:59
the right guidance, right? And secondly is people
26:03
have to do their homework first. If you call
26:06
your customer, better have done your homework,
26:09
right? Or you are prepared to ask the question
26:13
that leads you to the insights on how you can
26:16
serve that customer. That I'm not giving a contract
26:20
to somebody just because they called me. Yes,
26:24
absolutely. I 1 ,000, 1 million times agree.
26:27
Thank you so much. But it's interesting how we
26:30
all go through the same thing. And when you think
26:33
about your first... 90 days the first six months
26:36
in the cfo it is so overwhelming and it's definitely
26:38
a pressure that you don't want to have in addition
26:41
of all the things you're trying to learn the
26:44
the new people because I like how you said earlier
26:46
even within the same company if you were deputy
26:49
cfo in this area and you switch it's a different
26:51
culture it is yeah that you have to adapt to
26:55
yeah awesome, so One of my last questions is
27:00
what would you say is a recent trend or shift
27:04
that you think leaders are not paying attention
27:06
to enough? Is there something that you see maybe
27:10
in the news or in how you see new finance talent?
27:15
Like is this something that as finance leaders
27:16
we should be paying extra attention to right
27:19
now? That's a good question. That's about thinking
27:22
around the edges here. Love it. I think It is
27:27
around that example, like the digital finance
27:30
transformation that really requires a mindset
27:32
shift. It's not just about reducing costs or
27:36
anything. It's really also creating a future
27:39
workplace and opportunities in jobs to make people
27:45
fulfilled. Because I strongly believe that that
27:49
will drive also much better performance of a
27:52
company. when people have the sense that what
27:54
they are doing is valued and has impact and is
28:00
not seen as an administrative burden or something
28:03
like that. I think that sounds maybe very rosy,
28:06
but I think going forward, that will be so important
28:09
that as a company to attract the right talents.
28:12
We're still talking about talent war, right?
28:16
To get those people attracted to the company
28:19
who have that sense for Yeah, being an influential,
28:24
impactful contributor and just seeing, you know,
28:28
technology as an enabler and not as the cue to
28:32
everything. I love it because I think sometimes
28:34
we use technology as a band -aid. Yeah. Thank
28:38
you. Thank you so much for sharing. So last two
28:41
questions. What is the best career advice you've
28:44
ever received? Encouragement was to hear like
28:48
stay curious because I'm known to ask a lot of
28:51
questions. And obviously, sometimes I was not
28:54
sure if that's really accepted. So stay curious.
28:57
And then combined with don't wait for perfect.
29:02
Lean in and learn as you go. Because also in
29:06
my, you know, you and I are CFOs and sometimes
29:08
people may expect that we know it all. No, we
29:11
don't always need to know everything upfront.
29:14
It's more important that we are courage enough
29:17
to ask questions and stay open. what is the answer
29:22
that's coming to you, right? Don't expect the
29:25
answer you like to hear. Yeah, I think that that's
29:28
served me always very good to challenge also
29:31
myself, right? When people give me an answer
29:32
and I'm like, that was not what I expected. So
29:35
let's unpack that even more. Yes, love it. And
29:39
my last question, what's your favorite thing
29:41
to do outside work? I'm cycling to clear my hands.
29:46
I'm doing weightlifting to grout me. I like to
29:50
spend time with my husband in the evening. He's
29:53
the chef, I'm the sous chef. And I love that
29:56
we have really great conversations over dinner
29:59
as well. And then as a CFO, yes, I do also dance
30:04
to EDM music. I like that. And obviously now
30:09
it's just, you know, moving to beach sites. I
30:13
take my dogs and go for a walk and enjoy the
30:15
breeze. And that's thing too. unwind and stay
30:20
present. Yes. Yes. Wow. Thank you so much, Jenny.
30:24
This was so, so helpful. So grateful to have
30:27
you on the show. Thanks for having me. And I
30:30
was really looking forward to it. Yeah. I also
30:32
wish you all the best in your role. And I can't
30:36
wait to see all your successes being shared going
30:39
forward. And that's it for today's episode of
30:44
The Diary of a CFO. Thank you so much for tuning
30:46
in. If you enjoyed the show, don't forget to
30:49
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30:52
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31:23
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