Cream of the Crop This is a monthly column introducing professionals who represent the best in their respective industries Diplomatic skills needed for regional role by Ella Lee Willingness to accept new challenges proves the secret to success In today's business environment, a successful accounting and finance professional must possess not just a high standard of technical knowledge, but also entrepreneurial flair and an in-depth understanding of strategies for corporate development. Anyone in a regional role is required as well to deal with operations in a number of countries with different laws and regulations, and to ensure that all head office policies are implemented consistently. A regional manager must have a global view while maintaining a local touch, says Kenneth Ho, Asia Pacific finance executive director for ACNielsen. "The major challenge is to make sure everybody is in the same boat and keep them moving in the same direction," he adds. With almost 20 years' experience in accounting and finance, Mr Ho joined ACNielsen in 1997 and took on the formidable task of establishing a regional finance department for the company. His experience up to that point had mainly been on local projects, so he saw this as a valuable opportunity to gain broader exposure in a more westernised, international working environment and to learn about regional operations. Initially, the role involved getting agreement on policies, standardising lines of reporting, implementing financial systems, and coordinating between local offices and the company's global headquarters. Although it proved extremely demanding, Mr Ho got a great deal of satisfaction from the work and a real sense of accomplishment when the system was fully in place. He recalls that the commitment of senior management was crucial to the success of the project, which lasted over a year, and that he definitely learned the value of diplomacy in carrying out such an extensive assignment. A wide people network is part of a successful career Different interests Balancing the varying interests of different parties was one of the biggest challenges. As regional manager, this meant having to negotiate about items like completion dates, turnaround times, and which initiatives should receive priority. "While we always aim to meet head office expectations, it is also necessary to take full account of the country offices and make sure they are not overloaded," Mr Ho says. Subsequently, he was asked to set up a joint venture for TV media measurement with a major European company. It helped to strengthen the foothold of sister company Nielsen Media Research in that specialist area in Europe, and Mr Ho still looks back on the project as something significant for the company and for his own personal growth. "It was a very fruitful experience bringing me into contact with many people in different countries including those in our US headquarters," he says. Reviewing his career to date, Mr Ho says that accepting new challenges has been the key to getting ahead. This explains why he has readily agreed to job rotations in the last few years, which have seen him also take up positions in financial management and, more recently, ACNielsen's retail measurement service unit. These moves have taught him the importance of teamwork when facing difficulties. "You can't solve problems alone," he says. "You have to rely on your colleagues and, when you are looking for specific product knowledge, you definitely need the assistance of business managers." Friends are the best testimonies of a fruitful life New rules Accounting standards are now getting stricter than ever – with the implementation of the Sarbanes-Oxley Act in the US and the new International Financial Reporting Standards – which means Mr Ho must be completely up-to-date in terms of technical knowledge. "We're a listed company based in the Netherlands and have a strong presence in the US. That means we have to comply with both standards and we have a stringent policy about these," he says. Communication and people skills are also critical for his role, but Mr Ho says he follows the example of a former boss in this respect. "He was very diplomatic and always put clients first." He adds that this person also made a practice of seeing things from different perspectives, acting fairly and reasonably, and avoiding the politics which are commonly found in large organisations. Mr Ho says he is still trying to become as tactful as his mentor in managing relationships, which is so important in winning support, and to emulate his level of professional commitment. "He was dedicated to his work and would do everything possible to deliver on a promise. He told me that we control our own destinies, and determination allows us to overcome any challenges and achieve our goals." Friends are the best testimonies of a fruitful life However, on one thing Mr Ho did not see eye to eye with his mentor. "He was a workaholic while I believe in having a work-life balance, which actually enables us to work more effectively," he says. This means he has time to pursue an interest in photography, spend more time with his wife, and look after his dog. Each year, he will also take leave on days which have special importance for the family. Milestones 1987 - Started his career with KPMG and received comprehensive training 1990 - Became a financial analyst with Citibank 1992 - Group finance manager for Dah Chong Hong, which was acquired by Citic Pacific Group, and launched re-engineering initiatives 1995 - Completed an MBA programme in Hong Kong 1997 - Joined ACNielsen and helped establish the company's regional financial headquarters Taken from Career Times 4 November 2005 Your comments are welcome at [email protected]