Say yes more! A CFO’s guide to bold career growth

My role: Market differences

One of the things I love about my job is the diversity of markets that it exposes me to. As CFO of an international brand, I have access to a variety of cultures and different ways of working. I’ve worked in Australia, Indonesia and Malaysia.

I now run a team in Japan, and I am still learning about the different ways the markets, and people, work. It is fascinating.

For instance, Arnott’s is essentially the number one biscuit company in Australia. Household penetration is at 99 per cent, which means that in almost every single household across the country, you’ll find an Arnott’s product.

That’s not the case in Asia. There, we’re competing against strong local players who have often been embedded in the culture and market for generations. These are well-established brands in Indonesia, Malaysia, Singapore and Hong Kong, and they have a deep connection with local consumers. So, we’re operating in a very different environment, where our market share is relatively low.

That said, the opportunity is enormous. The sheer number of potential consumers we can reach is much larger. But the dynamics are quite different, especially when it comes to pricing. For example, in Asia, many people can’t afford a pack of Tim Tams [chocolate biscuits].

They also don’t want a full pack — they prefer individually wrapped portions, perhaps just one a day.

So, the consumer behaviours and preferences are significantly different. As a result, we have to tailor our offerings to each market. What works in Australia doesn’t necessarily translate to Asia.

That’s the challenge and the beauty of working here. It forces me to adapt and rethink our strategy based on the unique needs of each country and consumer segment. It’s definitely not a one-size-fits-all approach.

Game changers: Saying ‘yes’ 

I’m based in Malaysia now, but when I first moved overseas with the company, it was to Indonesia. That wouldn’t have happened if I hadn’t been prepared to learn about the business by working in a range of roles in Australia. I made some lateral moves that weren’t necessarily promotions, but by saying yes, it opened doors.

I suppose ‘saying yes’ is an attitude I have always had. I jumped at the chance to work at Arnott’s very early in my career after doing a student placement there. I took the usual route when I graduated from the University of New South Wales with a Bachelor of Commerce in accounting and finance.

I got a job with Macquarie Bank, but I knew there was something else I wanted, so when a finance role came up at Arnott’s, I took it. I’d already worked there as a student and what I loved about it, compared to financial services, was how tangible it was.

When you walk into a meeting at Arnott’s, you’re discussing things like pricing changes, promotions, or launching a new product or flavour. Then soon after, you can walk into a Coles or Woolworths and actually see those changes in action. That immediacy and visibility made me far more passionate than anything I experienced in the financial services sector.

After working across the business in Sydney for seven years, I was offered the chance to be the finance director (CFO) in Indonesia. It was a big decision, because it required my wife to give up her career as a lawyer and for us to pack up and move out of Australia.

But we said yes straight away. For us, it felt like it would be the opportunity of a lifetime, which would give me experience and exposure that I wouldn’t get in Australia.

Being able to lead a team in the direction you want it to go is a challenge for any CFO, but doing that in another language, in another country and in a culture that is not your own, is extremely difficult.

When I first came to Indonesia, I realised I needed to learn Indonesian (Bahasa Indonesia) quickly because English was not commonly spoken. I would be in meetings where I would ask a question and there would be an internal discussion about sales numbers and commitments in Bahasa for about 10 minutes.

Then they would respond to me in English with a lower number to what they had spoken internally. This actually helped me start to learn the language, and numbers in particular, very early on.

I also had to work out how to influence people in a way that appeals to them and that they can understand. It’s different in every market that I’m in. Some interactions have to be very direct, and you have to provide very clear direction on what you require. In others, if you give one person responsibility, they’ll run with it.

Then in another country, it’s all about the team. No one wants to stand out too much, they just want the whole team to succeed.

Every country is different, and it has taken me years to understand how to motivate people in the right way. I’m still learning.

Recently, I made the jump to a dual role to test the waters in commercial by running the Japan business. This was another moment of seizing opportunities and saying yes.

It was a complex task, as I had to learn not only the intricacies of sales and marketing — I also needed to do this in one of the most complex cultures in the world.

The Japanese business environment is very diverse. A key focal point is respect and authority. Coming in as an outsider, I needed to ensure I had the utmost humility. 

I would fly back and forth every month with the sole purpose of spending time with the team and customers, creating trust and identifying opportunities.

It is amazing how finance can set you up for success across all functions of a business.

The experience I’ve gained across other markets has helped identify pockets of opportunity in Japan. Empowering my team to drive these opportunities has helped kick some exciting goals in a brand-new market.

Lessons learned

1. Say yes and seize new opportunities: The biggest growth moments in my career have come from the roles I initially felt unqualified for or daunted by. Saying ‘yes’ before feeling fully ready has forced me to adapt quickly, build confidence through action and develop resilience.
2. You are nothing without your team: Leadership and empowering others is the backbone to any career success. Investing in people, creating space for them to thrive and giving credit where it’s due builds not just a high-performing team, but also deep loyalty and long-term success.
3. Exposure is more valuable than promotions: Say yes to experience, even when it doesn’t come with a title. Each time I took a lateral move, joined a project outside my function or stepped into the unknown, I gained insights that made me a better person. Those experiences built a broader business lens and opened doors that a linear path never could.
4. Don’t assume: Success in one market or culture doesn’t guarantee success elsewhere. I’ve learnt to pause, listen and understand how teams, customers and consumers operate, before trying to influence. Learn deeply before leading.