S P E C I A L F E ATURE ISABELLE HARSCH, CEO OF HARSCH ISABELLE HARSCH, CEO OF HARSCH I have done things differently because of my age rather than my gender Isabelle Harsch, CEO of third-generation, familyowned Swiss mover Harsch, joined the fine arts and household goods moving firm set up by her grandfather 65 years ago after graduating from law school in 2011. Encouraged by father, Harsch knew from an early age that she wanted to run the business. She also recognised that, while her father was very busy, often working the weekend, he was doing work that he loved. Harsch embarked on the company training programme, learning about and taking part in every side of the business, with the goal of taking over from her father in five years. She made good progress, however, and after just three years, her father said he was ready to retire after one more year. The trust her father showed in her gave Harsch confidence. With his ongoing but hands off (let me know if you need me) counsel, and the help of other advisers in the company, she set about building her team, and became CEO in 2015, at the age of 28. Her fathers death, just a year and a half later, presented Harsch with one of her hardest challenges how to deal with grief while still learning on the job. One of her fathers legacies, however, was the importance of having good people to support her, and Harsch focused on bringing in the right staff. This included her mother who joined the business in an official capacity, helping particularly with HR matters and someone to oversee communications. Harsch is delighted to be speaking about gender parity in the industry, but its unfortunate it still has be discussed, she says, adding that within the context of the family business being female has never been an issue. Hard work, commitment, and the ability to lead are what count, she says. In fact, within the wider industry, it has been her comparatively young age that has been the root of some prejudices but that has also given her a useful outlook. Harsch becoming CEO has meant a gradual shift in the companys approach, to incorporate more input and feedback from staff. This, she says, was recognition that its not only me who has the answers, and because I was young, I had to learn from their experience, too. These methods have required communication with staff and supply chain partners to be stepped up, with Harsch ensuring that everyone understands why the company operates as it does when new paperwork is needed, for example, or prices fluctuate, as they are currently. When everyone is kept well informed and involved, it helps acceptance of change, strengthens relationships, and increases staff retention. Each year, the company releases its results to all employees, along with a commentary illustrating what the business has done well and what areas can be improved. Explaining the reasons for difficult decisions, such as redundancies, is part of this new authenticity. If what people see and feel doesnt match what they are told, you will lose those people, Harsch says. Fostering diversity is also important for a forwardthinking company, she adds. I try to bring people from different backgrounds, experience, ages and cultures. It creates a stronger team if you dont all think the same. Harsch cites the recent class of 2019 all-women board of FIDIs 39 Club (which she left this year) as a great example of progress within moving. Five women, elected by their male and female peers, she says, That is a good sign for the future of our industry. Coming together on industry boards and in other groups allows women to support one another, says Harsch. We have to help each other defend our position, conditions and pay. I see many men who arent afraid to ask for more, and maybe this contributes to the differences that are still there. But we can change ourselves. This is part of a womans responsibility to herself, adds Harsch but it also demonstrates to others what they are capable of doing. We have to try to be a model for other women, she says. Then they can say, yes, I can be a CEO, a leader or director. I can do that, too. DANIELA KRUMDIEK, BUSINESS DEVELOPMENT MANAGER OF PERUVIAN MOVER EXPRESS TRANSPORTS We are horizontal leaders we communicate with our collaborators and teach by example Having worked for a variety of companies including Red Bull, retailer Ola y Montaa Group, and beauty firm Yanbal Daniela Krumdiek, of Peruvian mover Express Transports, started with the family business her father ran since 1978, after coming to the realisation that she needed a career change. I remember one day, sitting with my dad in our backyard and letting him know I wanted to quit my job for a new challenge, she says. She attended LACMAs Punta del Este conference just three weeks later. I remember arriving at LACMA for the first time and 34 FF307 September-November 22 pp32-35 Gender parity interviews.indd 34 not knowing anything about the moving business and I was so nervous I didnt stop coughing the whole conference, she says. But on that trip, I fell in love with the industry. Her brother joined the company too, and manages the operations side of the business, while Daniela oversees the commercial department. It has been key that we have different roles within the company, she says, and we make a great team. She adds that her father has played an important part in fostering this partnership. My dad has played a key role in me and my brother working well together. He has never treated us differently always listening WW W. F I D I FOC U S . OR G 05/09/2022 17:41