Sybila Börjesson
Sybila Borjesson at Catek
The case is about career development of Sybila Borjesson.
Main career steps: * Specialized in tax and finance, worked in Deloitte as semi auditor, fast promotion to senior auditor. * 2 main events in the case – switch from Scandinavica to Catek * Scandinavica – Sybila was headhunted by Scandinavica for CFO position and Moved to Madrid. Scandinavica – world leader in manual balancing of waterborne heating and cooling systems. Her 1 boss - CEO of Spanish subsidiary – Pontus Holmberg (balanced person, trusted by company management). Sybila loved job and boss who let her have flexible working due to newly born daughter. Promoted to Business Unit Controller (UK, Benelux, France, Ausria, Spain). Travelled a lot but still ok. 2 boss – Luis Ortega – former colleagues wanted her to know who the boss is. Couldn’t stand each other – emotional relations, managed to stay on professional level. Luis after a number of conflicts left. 3 boss – Francisco Ramos, engineer, was asking her to stay when she decided to leave. * Catex, former supplier of inventory, Pedro Lastra – CEO, new job – GM of Catex. Offered to take job immideatly and share responsibilities for 6 months. working in Catex: * The job was important to Sybilla: wants to be a CEO, has not many chances (being Swedish) of being CEO in a multinational in Spain without spending several years outside country * less bonus than promised for Sybila * in Catex tops didn’t know terms of getting bonuses, * Several top managers and middle managers left while Sybila was on vacation, people kept leaving * Lastra: “want to be in Champion league but have third division team¨ * But growth of sales! * Lasta´s goal: to grow the company as fast as possible over next 5 years, wanted to created solid structure rather than increase turnover.
Family issues: * No time for family, 2 kid born
Question
Is it worth to accept a challenge being a GM in such
The case is about career development of Sybila Borjesson.
Main career steps: * Specialized in tax and finance, worked in Deloitte as semi auditor, fast promotion to senior auditor. * 2 main events in the case – switch from Scandinavica to Catek * Scandinavica – Sybila was headhunted by Scandinavica for CFO position and Moved to Madrid. Scandinavica – world leader in manual balancing of waterborne heating and cooling systems. Her 1 boss - CEO of Spanish subsidiary – Pontus Holmberg (balanced person, trusted by company management). Sybila loved job and boss who let her have flexible working due to newly born daughter. Promoted to Business Unit Controller (UK, Benelux, France, Ausria, Spain). Travelled a lot but still ok. 2 boss – Luis Ortega – former colleagues wanted her to know who the boss is. Couldn’t stand each other – emotional relations, managed to stay on professional level. Luis after a number of conflicts left. 3 boss – Francisco Ramos, engineer, was asking her to stay when she decided to leave. * Catex, former supplier of inventory, Pedro Lastra – CEO, new job – GM of Catex. Offered to take job immideatly and share responsibilities for 6 months. working in Catex: * The job was important to Sybilla: wants to be a CEO, has not many chances (being Swedish) of being CEO in a multinational in Spain without spending several years outside country * less bonus than promised for Sybila * in Catex tops didn’t know terms of getting bonuses, * Several top managers and middle managers left while Sybila was on vacation, people kept leaving * Lastra: “want to be in Champion league but have third division team¨ * But growth of sales! * Lasta´s goal: to grow the company as fast as possible over next 5 years, wanted to created solid structure rather than increase turnover.
Family issues: * No time for family, 2 kid born
Question
Is it worth to accept a challenge being a GM in such