The Eye (Spring)

ISSUE 7 | SPRING 2016
The magazine for FTI EMEA
It’s all
starting to
add up!
Our transfer pricing team
goes from strength to strength
Moscow
office
in the spotlight
Employee
Engagement
and Change Communications
Making a
difference
with our CSR activities

in
this
issue...
03
Regional Spotlight:
MOSCOW
04-05
Definitive Expertise:
TRANSFER PRICING
06-07
Sector Overview:
PUBLIC AFFAIRS
08
SPOTLIGHT ON:
Employee
Engagement
AND Change
Communications
09
COMPANY NEWS
10-11
CORPORATE
CITIZENSHIP
12
What I know now...
Welcome to
the world
Our Values
I ntegrity
Creativity
Achievement
Respect
E mpathy
Welcome to the Spring
issue of The Eye.
As the spring months
approach, we all inevitably
feel a little bit more
positive about life. Indeed,
Shakespeare wrote that
“April hath put a spirit of
youth in everything”.
This optimism is well-founded. The
recently announced 2015 financial
results for our region were very
strong, proving that the investments
we have made in both our people
and our strategy are paying off. We
can look forward with confidence
to the coming months and years.
This continued progress is
exemplified by the business areas
which are highlighted in this issue. At
first glance it may be difficult to find a
common thread, but all of them have
shared a common interest in using
the full range of our cross-border
and cross-business expertise to
offer clients a highly unique service.
In our regional spotlight we look
at our Moscow office which this
year is celebrating its 10 year
anniversary. Through their work in
Russia and across the wider region,
the team have helped businesses
large and small with their strategic
communications and political affairs,
as well as enabling key clients such
as Mastercard to benefit from
our global expertise and reach.
Our transfer pricing team is one of
the unsung heroes of our business.
From a standing start just 18 months
ago this practice is now recognised
by clients and peers alike for its
outstanding level of expertise and
advice. Its success is a mark of
our firm-wide ability to spot and
respond quickly to new market
opportunities, a capability which
sets us apart from our larger rivals.
We also showcase a couple of our
services from within the Strategic
Communications practice.
Both our Public Affairs and our
Employee Engagement and
Change Communications teams
possess a similar ability to work
fully across our business lines
and geographies to help inform
Board and C-suite decisions.
Not only have these teams all
proved they can thrive in their
rapidly evolving markets, but also
that they will be better placed to
take advantage of the opportunities
in front of them if they leverage
the knowledge which we possess
right across our firm. We should
all look to emulate their example.
But it is not only your professional
opportunities we urge you to
maximise. We also hope and
expect you to continue focussing
on achieving your personal
and career aspirations. We are
delighted to congratulate all of our
colleagues who have recently been
promoted, and encourage everyone
to continue to set themselves
ambitious goals. Challenge your
teams and your managers about
their strategies, and about how
you can contribute towards them.
Identify the other teams and experts
within our business who can help
you, and the corporate resources
which are available to you.
We are very pleased with the
progress of our business right
across our region, and we look
forward to going from strength to
strength throughout 2016. Let’s now
maintain our focus and work even
harder to secure the new clients and
opportunities which will ensure this
does indeed become our reality.
We hope you enjoy the magazine.
02 |
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egional spotlight
Moscow
2016 marks the 10 year anniversary of our Russian office. Our SMD
Oleg Leonov and MD Leonid Fink explain the opportunities and challenges
facing businesses wanting to operate in this unique country.
Tell us a little about
our history in Russia.
Whilst our US-based colleagues
had worked on Russianrelated
matters for some
years, our first permanent
office opened in Moscow in
2006 upon the acquisition of
Financial Dynamics (FD). FD
had won major clients such as
Vimpelcom, Mechel and Rusal
who were all looking to build
their international reputations
and raise capital in the Western
markets, and soon became
the market leader working
on the many IPOs emanating
from the former Soviet bloc.
By the time the office
rebranded as FTI Consulting
in 2011, following the global
financial crisis the market, and
our business, had changed
dramatically. Under Oleg
Leonov’s leadership we
diversified our business to offer
the full spectrum of strategic
communications services. Our
Moscow office also serves as
a regional hub, in partnership
with a network of affiliates
who are experienced in the
neighbouring markets of Central
Asia and Eastern Europe.
What type of clients
do you have??
Our client base is balanced
between Russian corporate
leaders such as Sberbank,
Eurochem, Cherkizovo, Lenta,
Promsvyazbank and Mail.ru, and
large Western multinationals
operating in the Russian
market such as MasterCard,
Morgan Stanley, Lafarge,
Electrolux and Lombard Odier.
Last year we welcomed
specialists from Instinctif
Partners to strengthen our
financial communications
offering across the region.
Leonid Fink and Jenny Payne
work out of our London office,
with Anton Karpov in Moscow,
and their arrival has led to an
inflow of new clients, notably
Polymetal International, Lenta
and Cherkizovo Group.
Why is it important
for you to have a
presence in London??
We all recognise how attractive
London is for influential Russian
individuals and companies, and
many Russian companies listed
on the London Stock Exchange
are seeking Russian-language
advice in London, close to their
financial audiences. So we have
a real competitive advantage
if we can offer senior experts
with the knowledge, experience
and language skills to be able
to advise them. In addition,
most of Russia’s neighbours in
the region prefer to be advised
out of London than Moscow,
How do you work with
the other segments
in the EMEA region??
The Mastercard account is a
great example of our productive
engagement with SC colleagues
across the world. We have also
partnered with our FLC and
EFC practices in the country
on a number of occasions.
What are the
particular challenges
of working in Russia??
It would be fair to say that we do
face very significant challenges
at the moment. Russia is going
through a severe economic
recession caused mainly by
the fall in oil prices and the
economic sanctions against
the country. This means that
businesses, even large ones,
are struggling and are looking
to cut costs, which inevitably
affects the market for our
services. We have managed to
retain our clients and win new
ones, but there is no doubt that
it is a tough environment.
Finally, tell us a little
about Moscow
Moscow is pretty much like any
other typical large European
city, except it gets very cold
in the winter and very hot in
the summer. The cultural life
is amazing: there are dozens
of theatres and art galleries,
and simply walking in central
Moscow along the sprawling
boulevards and squares is
great fun. Possibly the best
experience of all is the fine food,
as we have lots of really good
restaurants at very affordable
prices following the fall of the
Rouble. So do come and visit!
Mastercard was actually our
client in Moscow before it began
working with the SC team across
the globe. It has since become
one of FTI’s largest SC clients.
Oleg Leonov
Leonid Fink
| 03

Definitive Expertise:
Transfer Pricing
Our transfer pricing service has come a long way since the team was
created by Managing Director Ruth Steedman in November 2014. Here,
Ruth explains why our services are so widely sought after.
Before anything
else, please
explain transfer
pricing to us!!
It’s actually a fairly simple
concept describing the pricing
of cross border transactions
between different entities
within the same multinational
group. The fundamental
premise of transfer pricing is
the ‘Arm’s Length Principle’ –
the concept that intercompany
transactions should be priced
as they would be between
independent parties, ie: as
they would be at arm’s length.
So why is it so
important for
companies to
get right?
Quite simply, because the
price at which a company
pays a related party for goods
or services (the transfer
price) impacts the profit of
that company, and therefore
the total tax it pays. While
multinational groups obviously
often seek to minimise that
amount, the role of the various
tax authorities is to ensure
they tax their ‘fair’ share of
profit from the activity of a
group in their jurisdiction.
Thus it matters greatly, since
we are all familiar with the
public outcry when the levels
of tax paid in the UK and
other countries by the likes
of Starbucks and Google are
publicised. It can affect the
reputation of the company,
and hit their bottom line if the
public withdraw their custom.
Tell me about
your team and
what you do
I lead the transfer pricing team
and report into the Head of
our Tax Advisory Practice
Marvin Rust. We currently
comprise eight people and are
an international, multilingual
team with members who have
backgrounds in finance, law
and economics, as well as a
former Revenue inspector.
Our role is to price cross
border transactions within
a multinational group to
determine a ‘fair’ price (or
an arm’s length price) for
the transaction. We have the
expertise to advise on all types
of intercompany transactions,
from benchmarking returns
for routine activities such as
the provision of services and
the resale of products, to the
valuation of licence fees for
access to intangible assets and
the determination of interest
rates for intragroup loans.
We also draft documentation to
evidence to the tax authorities
that the price of intercompany
transactions are fair, and
help companies defend their
intercompany pricing when it is
questioned by tax authorities.
We are the UK member firm
of the WTS network, the
largest alliance of independent
tax advisers outside the
Big Four with a presence in
105 countries. As transfer
pricing should always be
considered from both sides of
an intercompany transaction,
this allows us to bring the
necessary international
perspective to our work.
Why do clients
want to buy
transfer pricing
services from FTI??
Apart from the fact that we
have a great team, we have
two unique selling points
that set us apart from our
main competitors, the large
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accountancy firms. Firstly, we
are free of any audit conflict
issues, simply because FTI
doesn’t have - and has no
intention of having - an audit
practice. Secondly, we have
over 120 brilliant economists
to advise on the economic
analysis required as part of our
work. No other transfer pricing
practice in the UK has close to
this level of expertise available.
What are the main
regulatory issues
which companies
need to address??
The OECD has taken
unprecedented action in the last
few years in response to public
and government pressure to
tackle so called base erosion
and profit shifting (“BEPS”)
by multinationals. While the
OECD’s efforts in this area are
on-going, there have already
been a lot of changes in the
transfer pricing area creating
uncertainty for companies.
In future, there will be greater
transparency of multinational
groups’ operations and their
financial profile in the countries
where they operate. This is
something companies need to
prepare for. Greater scrutiny of
the tax affairs of multinational
groups is also to be expected.
What are you
looking forward to in
the coming months??
2015 was a fantastic year for
our team, the highlight of which
was securing a £580K project
with a FTSE 100 company. We
look forward to continuing to
grow, and further bolstering
our reputation through
speaking opportunities and
sponsorships of events such
as TP Minds, which is the
largest dedicated transfer
pricing conference worldwide.
Ruth Steedman
Cross-firm
opportunities
Just as transfer pricing is all about
cross-firm relationships, so too we
are very keen to ensure we leverage
the expertise of our colleagues.
• With EFC, as the transfer pricing
requirements for pricing intercompany
transactions involving IP become
increasingly complex.
• With SC, as companies increasingly
grapple with the reputational and political
challenges resulting from the transparency
of (and focus on) the tax paid by companies
in different countries. A few household
names have chosen to manage these risks
by providing commentary to their financial
filings, and we could work with SC to provide
the technical rational for such commentary.
• With CL, to potentially work on State Aid
cases where companies that have reached
favourable tax rulings with a tax authority
(based on the application of transfer pricing
rules) have been found to have benefited
from State Aid. Starbucks and Fiat are
examples of companies which have recently
been judged by the European Commission
to have benefited from unlawful State Aid.
| 05

sector overview
: Public Affairs
With active members of each of the UK’s main political parties – including
elected local politicians, former candidates for the Westminster and European
parliaments and senior policy advisers – our London Public Affairs team
are not just political observers, but participants and practitioners.
Managing Director Alex Deane explains more about what they do.
Working across the field of
public policy challenges –
from financial services and
industrial issues to energy to
housing policy – the work of
FTI Consulting’s Public Affairs
team is fast-paced and relies
heavily on staying abreast of
the political news of the day. We
then channel this into strategic
guidance and pair it with our
personal political experience
for clients and colleagues.
Alongside this advice, we strive
to be thought leaders – as
demonstrated by our weekly
snapshots and programme of
regular events with ministers,
MPs, journalists and regulators.
So what are the
main challenges
that companies
approach you about??
Businesses often approach our
team for strategic advice when
facing legislative or regulatory
hurdles – such as a proposed
levy that may harm their
profits, rumours that a minister
may have taken a position
contrary to their interests or
a proposed directive that may
cost jobs. We help our clients
to present their messages
to key audiences in the most
compelling manner possible;
including helping them engage
with a host of stakeholders in
industry and media and across
Westminster and Whitehall.
We have played a key role
in offering strategic advice
throughout Serious Fraud
Office investigations, training
clients for high profile Select
Committee hearings, advising
on procurement exercises worth
billions of pounds and during
notable merger and acquisitions
processes. Forward-thinking
clients also seek our
assistance in proactively
building relationships with key
stakeholders, increasing their
profile with policy-makers
and positioning themselves
as thought leaders of their
industry. The earlier we are
engaged in a process, the better.
We have also been instrumental
in aiding companies seeking to
re-locate to the UK, such as key
players in the pharmaceutical
and life sciences sector and
have hosted the visits of high
profile dignitaries such as that
of the late US Supreme Court
Justice Antonin Scalia. Justice
Scalia’s visit – his final foreign
engagement – included the
facilitation of a senior panel of
policy-makers, including the
Solicitor General, government
ministers, parliamentarians
and leading jurists.
How do you work
with our other
services and teams,
in the UK and across
the region??
Legislation is increasingly
supranational and global in
nature; a WHO report, an OECD
recommendation or a European
Directive can all directly
affect domestic legislation
here in the UK. Coordinating
efficiently and coherently
with our expert public affairs
teams around the world is
fundamental to being able to
advise our global clients like
MasterCard and ExxonMobil.
We also work closely with
almost all the teams in Strat
Comms, from Financials
on acquisitions and select
committee training to
Employee Engagement and
Change Communication on
handling the political fallout
of large scale job losses in the
industrial sector. On a crosssegment
basis, we collaborate
06 |
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closely with Economic and
Financial Consulting on energy
regulation and Healthcare
Solutions on unlocking
opportunities to provide
exciting new technologies to
the National Health Service.
How do you see your
work developing
throughout 2016?
Following the 2008 financial
crisis, there has been a flurry
of legislative activity often
aimed at tackling potential
systematics risks. Today, there
is increasingly collaboration
across borders to solve big
issues: financial stability,
climate change and terrorism,
to name but a few examples.
That is what makes the
international nature and varied
expertise of our global public
affairs network so impressive.
Our work in 2016 will follow
high profile and contentious
issues such as the future of
Britain’s membership of the
European Union and helping
clients understand the potential
fallout of the London Mayoral
and US Presidential elections.
case study::
Independent
Petroleum Association
of America
Early in 2015 the IPAA’s international
committee asked us to launch a campaign
to combat NGO-backed campaigns aimed
at forcing investors and pension funds to
divest from the fossil fuel industry.
Working together with our Washington office, we
developed and continue to manage a proactive campaign
to rebut false arguments developed by hostile NGOs,
which are disseminated across a number of channels.
Initially concerned with developing strategic messaging
and economic research to support engagement, we have
communicated the IPAA’s message with a number of
stakeholders, including the mainstream press, political
circles and amongst university campuses, helping to
rebalance the debate and educate stakeholders on the
implications of divesting portfolios of fossil fuels.
FTI continues to be retained by the IPAA in both
the US and the UK in 2016.
Alex Deane
| 07

spotlight on
Employee Engagement and
Change Communications
Lucy Phillips (MD, London), Victoria Graefin Strachwitz (MD, Frankfurt)
and Angie Gorman (MD, Chicago) explain our expert employee engagement
and change communications offer and what differentiates us from
other firms in this field.
The concept of Employee
Engagement has become
increasingly central in
management thinking in recent
years, and the reason for this is
simple. No matter the country,
culture or market they operate
in, many companies now
recognise that an informed and
enabled workforce performs
better across major financial
and operational metrics and
provides better customer
service and satisfaction.
In short, engaging internal
stakeholders is no longer a nice
to have – it is a must have.
FTI Consulting’s Employee
Engagement & Change
Communications (EECC)
practice has now grown
into twenty cross-sector
practitioners across the world.
We have hubs in London,
Frankfurt, Chicago and
Washington, and we are also
seeing increasing activity in
key markets such as Brussels,
Paris, Dubai, Singapore,
Australia and Hong Kong.
While many firms claim to
offer employee engagement
and change communications
advice, our unique strength is
not just our global presence
and experience, but also
our ability to draw on the
skills and expertise of our
many colleagues from other
disciplines, which adds to the
overall depth of our advice
and strengthens the client
relationship. We also possess
deep in-house corporate
experience and the ability to
provide tactical, on-the-ground
strategy and execution.
For example, we have partnered
with Corporate Finance
for opportunities on major
transformations such as merger
integrations and operational
restructurings. We also worked
closely with Governance, Risk
& Regulation in the Financial
Services sector to develop a
cross segment pre-acquisition
due diligence and postacquisition
integration offering.
Some example of our recent
work includes:
• leading the employee, client
and media communications
for a merger integration
between two global asset
managers. Our focus is
on engaging employees,
supporting retention and
helping shape the new culture.
• advising a global largecap
in Germany which is
rebuilding its HR function,
organisational set-up,
systems and skill-set to
change the way it runs its
people management globally.
Lucy Phillips
Victoria
Graefin Strachwitz
A key part of our work is also to
challenge our clients into new
ways of thinking, and in January
2016, we ran the FTI Global
Employee Confidence Study
(together with our colleagues in
Strategy Consulting & Research,
London) of over 7000 people
across a range of geographies
and industries, to try to
identify some of the employee
engagement challenges their
businesses currently face.
An overwhelming majority of
employees say that effective
organisational communication
can help them master change
better (95%), better understand
their role (93%), gain confidence
in the future success of their
organisation (90%), increase
their personal effectiveness
(89%) and work quality (88%),
and increase their loyalty (85%).
We will be sharing these
findings across all our markets
in the coming months.
We are excited about the
projects in 2016, building an
engaged workforce for our
clients and helping leaders,
managers and employees
transit through change.
Angie Gorman
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company
news
FTI Consulting at the
World Economic Forum
As an industry partner of the World Economic Forum (WEF),
FTI Consulting works with global leaders and companies to shape the
debate on the emerging business, economic and societal trends.
Throughout the year we participate in WEF’s
programme of regional conferences, culminating
in our attendance at the annual meeting
held in January in Davos, Switzerland.
Organised by our central marketing team in
London, the planning for WEF is a considerable
task. Our evening drinks reception is always very
well attended by senior business and political
figures, and this year, for the first time, we also
held two additional events which showcased our
depth of expertise and impressive connections
with leading figures in the financial world.
Indeed, the first event was a real ‘coup’ (in
the words of one attendee): a fascinating
breakfast discussion with Andrea Orcel, the
President of UBS Investment bank, who was
interviewed by SMD Andrew Walton. In the
free-ranging conversation, Andrea described
the ways in which banks and financial institutions
can regain the trust of their customers,
persuasively arguing that the core capital of
these companies lies in their good reputation.
The second meeting discussed the use and
abuse of competition policy, and was moderated
by Jorge Padilla from Compass Lexecon. His
panel featured the good and the great of the
competition world, including Pascal Lamy, former
General Director of the WTO and Sir Philip Lowe,
a former DG of the EC’s Competition Directorate
and now an advisor to our team in Brussels.
We were delighted that over 300 people
attended our sessions through the week,
enabling our delegates, led by CEO Steve
Gunby and our EMEA Co-Chairman Chris
Osborne to connect with some highly influential
leaders such as Douglas Flint, Executive
Chairman of HSBC, and Matthew Layton,
Global Managing Partner at Clifford Chance.
It was great for our firm to be at the centre
of this influential gathering, and we look
forward to continuing our fruitful partnership
with WEF throughout 2016 and into 2017.
The benefit to FTI Consulting
of partnership with WEF is both raising
awareness of our brand and, importantly,
meeting clients and targets. It’s critical
that we make the most of each meeting and
expand our networks at each event and
in the weeks and months afterwards.
Jon Aarons
Having a CEO of the calibre of
Andrea speaking to our clients at Davos
was a great way of demonstrating our
depth of knowledge aNd high quality client
relationships on the world stage.
Andrew Walton
| 09

corporate
citizenship
ISO 14001 London
•Our Charity of
the Year
We are delighted and proud that our 2016 charity partner
in London, as voted for by staff, is Action Breaks Silence.
This small but hugely
important charity aims to
create a world where women
and girls can live their lives
free from the fear of sexual
and gender-based violence.
Initially focused on Africa,
South Asia and the UK, Action
Breaks Silence seeks to
achieve sustainable societal
change through a two-tiered
educational programme:
• A three hour workshop,
comprising both a
motivational discussion
and physical skills class,
to empower and protect
women and girls who are
vulnerable to sexual and
gender-based violence and,
importantly, who feel they
have no voice or support
Employees in our London office may be aware that we are currently
in the process of applying for our ISO 14001 certification.
ISO 14001 is the world’s
first international
environmental standard,
and helps organisations
such as ours to improve our
environmental, sustainability
and operational performance.
By meeting this standard, we
are able to ensure our business
becomes more sustainable
and cut unnecessary costs and
waste. It is also an increasingly
important requirement for all
RFPs and business pitches.
The date for our ISO 14001
audit is fast approaching.
To ensure that we are
successful in our application
we require your help and
commitment. You can help
• A four hour workshop
for 7-11 year old boys which
is specifically designed
to build feelings of deeprooted
empathy towards
women and girls and, in
the longer-term, prevent
abusive or violent behaviour
We cannot ignore the scale
of this problem. According
to a recent global review of
available data, 35 per cent
of women worldwide have
experienced either physical
and/or sexual violence.
Furthermore, worldwide
statistics have shown that
over 90% of sexual violence
is initiated by someone the
survivor or victim knows.
Since October 2014 Action
Breaks Silence has taught
by observing the following:
Waste Management
Please ensure that you are
vigilant in disposing of your
rubbish in the correct waste
stream. Food waste should
only be deposited in the food
caddies in the kitchens. Please
be aware that all the food
containers used by our café
are recyclable. However, before
disposing of the container
itself, please empty any
leftover food into a caddy.
Electricity
At the end of each working
day, we ask that all staff turn
off their laptops or computers,
including the screens. Please
also ensure that any additional
“Empowerment and Personal
Safety” workshops, free of
charge, to over 18,000 women
and girls in India and 1,000
girls in Soweto, South Africa.
This year we look forward to
raising money to help change
the lives of as many vulnerable
women, girls and boys as
possible. We have made a
tremendous start already, with
a highly successful London-
Paris bike ride by 13 members
of our EFC and FLC teams.
But we know we can do much
more, and we have a number
of ambitious and exciting ideas
for the coming months. If you
would like to get involved,
just speak with our CSR
Manager Natalie Ashwood.
electrical items (such as
desk lamps) are turned off
before leaving the office.
Travel
We ask that staff consider
using public transport or
walking before taking a taxi
to client meetings. If a taxi is
deemed to be the best option,
please share the car with your
colleagues travelling to the
same meeting, where possible.
You will be able to find updates
on our progress and our
environmental objectives
on the CSR noticeboard
on the 4th floor café. If you
have any questions in the
meantime, please contact
our Facilities department.
10 |
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Brussels
Relief for Refugees
The widespread media coverage of the ongoing
refugee crisis in Europe did not go unnoticed by Jan
Hueckmann and Maria Tsoni, both in our SC team
in Brussels. Over recent months they have made a
substantial contribution to the lives of hundreds of
refugees waiting at the city’s immigration office.
Every day since last summer,
refugees from Afghanistan,
Syria, Somalia and other war
torn countries arrive at the
Belgian immigration office to
meet with officials to secure
citizenship. It’s a long, tiring and
cold wait, often sleeping through
the night on the pavement
outside together with their
young children. Once they have
secured their appointment for
later that day, they have to wait
hours without food or drinks.
A local NGO has been
supporting the refugees with a
hot cup of tea or coffee, fresh
fruit and snacks but they have
not been able to keep up with
the massive numbers who keep
coming, and extra support,
both logistically and financially,
was desperately needed.
Last October Jan Hueckmann
heard about the NGO’s appeal
for support and decided to
personally contribute with
a weekly food donation,
arriving at the immigration
office every Friday morning
at 6:30 am to help distribute
the food before going to the
office. In early January, a
number of his colleagues
asked if they could join him
and began collecting food, and
later financial, donations.
From the money raised, FTI
Consulting has been able to
donate dozens of self-packed
lunch bags for the refugees
every week. This enables
the immigrants to take the
lunch bags with them during
their long day ahead with the
immigration authorities.
At the same time, Maria
Tsoni coordinated another
joint effort within the office
to collect warm clothes and
hygiene products. The huge
response enabled Maria and
her colleagues to deliver a
large number of items to a local
warehouse for distribution to
the people who need it most.
Jan and Maria have received
considerable gratitude for their
wonderful efforts, both from
the NGO and the immigrants
themselves. In addition, the
support from all members of
our Brussels team has been
fantastic and significantly
surpassed all expectations.
Unfortunately, as we all know,
there is no happy ending to
this story and the thousands
of refugees in Brussels still
need considerable help and
support. Jan, Maria and others
from our office will continue
making their food and clothing
donations and helping with their
distribution throughout 2016.
Jan Hueckmann
Maria Tsoni
| 11

what I know now…...
In our regular series, Julia Harrison, Senior Managing Director and Managing Partner
of our Strategic Communications team in Brussels tell us the most valuable lessons she
has learnt from her career... and from life!
There’!’s an awful lot of
hot air in the world
You know more than you think you
do. Be confident in your abilities,
skills and expertise and always try
to be substantive and thoughtful.
Be modest, however
that is defined!!
I realise over time I have met some
incredibly smart and fascinating
people and I am often in awe of them.
Be direct and empathetic
with people in a
difficult situation
I recall once beating around the bush
with someone during a performance
review. They turned round to me
and said that I was not helping
them or their development with
my prevarication, and it would be a
lot better if I told them directly the
issues they needed to address.
Stay open to new ideas
Learning is a great way to challenge
group thinking, particularly from
young people coming into the
business (not that I am old, you
understand). That means they
need a voice and an environment
where it is safe to challenge.
Keep it all in perspective
When someone asks you what you
know now, you are almost certainly
in the last decade before retirement!
But it is certainly more flattering than
being cited as a “veteran lobbyist.”
celebrate
welcome to the world…...
Albie, son of
Jenny Martin
(FLC, London)
on 20 February
Edward, son of
Jess Andrews
(HR, London)
on 15 December
Gael, son of
Claudia Montagenese
(CL, Madrid)
on 30 January
Jude, daughter of Adi
Alsaeedy (FLC, Doha)
on 12 December
Lucas, son of
Raul Chamorro
Malagón (FLC, Madrid)
on 24 February
Albie
Edward
Gael
Jude
Lucas
12 |
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