Mirjam van Thiel, CFO of trading company Acomo: “Knowing when to dive deeper really matters.”

What is your big dream?
I consider myself fortunate, so in that sense I am not chasing big dreams. I am happy, and I strongly believe in living in the present. But if I had to name one, it would be having impact. Making a difference, both on a small and a larger scale.

By “small”, I mean everyday moments. Helping someone cross the street. Or taking the time to lie down with one of my children, even when I feel I have no energy left, and really listening to them. Giving them the space to share things they might not say at the dinner table.

At Acomo, I feel we are making an impact on a larger scale. Through our focus on plant-based nutrition, we are doing something genuinely meaningful. Eating more plant-based food is better for the planet, and we play a role in that. I notice that when I can contribute in this way, it makes me happier and puts me in a positive flow.

It is quite possible that people have never heard of Acomo. We are a holding company with eleven business-to-business firms, all involved in sourcing, trading, processing, warehousing and distributing plant-based food ingredients. From the seeds in your muesli to the nuts you snack on, the tea you drink and the spices in your evening meal.

We have never actively sought publicity, but we are now making more of an effort to tell our story, because we are convinced that we need to grow.

Does striving for growth not conflict with the ambition of a more sustainable world?
The world is becoming increasingly complex, due to geopolitical instability as well as expanding regulations. Operating at scale allows you to navigate that complexity more effectively.

And people will always need to eat. Many of the ingredients we use simply do not grow here. Coconut products, for example, but also staple spices such as peppers. We support farmers in those countries of origin, enabling them to work and live more sustainably. You cannot feed the Netherlands solely with plant-based ingredients grown domestically.

What is the best piece of leadership advice you have ever received?
First, that you are never done learning. You are never done developing yourself.

What matters, in my view, is paying attention to all three pillars of leadership: people, processes and the business. When things go wrong in a company, it is usually because one or two of those pillars have been neglected.

Many leaders are strongly focused on results, and therefore primarily on the business. But as a leader, you are always responsible for ensuring the whole fits together. I try to keep all three in mind. If one of them is not functioning, it limits the organisation’s potential.

Which of your own traits would you most like to let go of?
I am often very critical of myself. I tend to see the positive in others quickly. I am often impressed by people. But when it comes to myself, I still focus too much on what I am not doing well, or cannot do.

After an important event, I always ask myself what went wrong. Whereas I could just as well think: learn from it, nothing went wrong, you did well. There will always be areas for improvement. That is normal. Full stop.

For a long time, I did not match my own idea of what a ‘finance professional’ should be. Over time, I have learned to break that negative spiral, because it does not get you anywhere. But every time I enter a new situation, I still need to pause and remind myself: this is who I am, and I am here for a reason. Instead of wondering what the perfect CFO would do.

What was your first job?
It was in hospitality, at Het Wapen van Wijchen. I started as a dishwasher, and later worked my way up to the bar and waiting tables. My heart is still there.

The atmosphere and the hard work. Those are still things that give me energy. The social interaction, but also the belief that nothing comes easily, you have to work for it. That applies to every job I have had.

What was the most difficult decision you have ever had to make?
Moving abroad. We were still young, newly married, and both open to it. My husband worked for KLM, I worked for Heinz, and I was asked whether I would move to Melbourne.

I am still very glad we did. We ended up living abroad for fifteen years. But it is not a decision you take lightly. You really are far away. If you are lucky, your parents visit once, but few people will fly out just to see you for a week.

We had a long list of pros and cons, but in the end it always came down to the same thought: it is an incredible opportunity, and what is the worst that can happen? If it does not work out, we will simply come back.

It was about recognising opportunities, and then taking them. Although I suspect it would have been more difficult if we had already had children at the time. Before taking on this role, we were living in the United States. Bringing our family back to the Netherlands was quite challenging. Our four children did not know what to expect, but they did know what they were leaving behind.

How do you bring out the best in others?
By focusing on the positive, and then giving people the space to act on it. Over the years, many people have shown trust in me and given me opportunities. I want to pass that on. When people feel trusted, they perform at their best.

Is that sense of letting go not also quite daunting?
At times, you should not let go entirely. If, in a larger project, I feel I do not fully understand something, I will always sit down with someone and say: talk me through this. What are you doing, and why are we approaching it this way?

I think people appreciate that. As long as you then say: I see it now, you have a clear grasp of it, go ahead and do your thing, and keep me updated.

As a leader, it is important to know when to dive deeper. Often, that is not because the other person does not know what they are doing, but because you yourself lack the full overview.

What is absolutely non-negotiable for you?
Integrity. I will always stay true to myself. Of course, as part of a team, you sometimes make decisions together, and you have to stand by them afterwards. But I will never support a decision that crosses a legal, regulatory or moral line for me.

What do you do if that does happen?
In the past, I have worked with a manager who tested my boundaries. I first sought support from colleagues I trusted. I presented the case to them, and that gave me the confidence that my position was sound.

I then addressed my manager and said: if we cannot resolve this together, we need to escalate it. It worked out in the end. But it did teach me that working with the right people is extremely important to me.

One of the reasons I joined Acomo is that I already knew Allard Goldschmeding, the CEO, from Heinz. I work well with him and learn from him. We share the same values, which makes a real difference.

I have always said that when considering a new role, I want to speak with the managing director first. There has to be a connection. Otherwise, I won’t take the role.