the growth playbook: leadership, resilience, and the power of career ownership.

An interview by Ryanne Besselink, CFO for Unilever Food Solutions and Head of the GMEA region.

"I thought I knew a lot. But then you move to a new role and realise you are always at the beginning of a new journey." 

These words, spoken by Ryanne Besselink, CFO for Unilever Food Solutions and Head of the GMEA region, capture the essence of a modern finance leader’s dilemma. In an era of relentless market volatility and AI-driven transformation, the traditional "linear" career path is a relic of the past. To lead effectively today, one must be part strategist, part storyteller, and part perpetual student. 

As we tap into 2026 (some of us with new resolutions), we present this flagship conversation, exclusively organised for our community members. Besselink, a 22-year veteran of Unilever, shares her "Growth Playbook", a masterclass in reinventing oneself within a global giant and navigating the delicate balance between standardised control and local agility.

on career longevity and constant reinvention.

Randstad: You have had an impressive 22-year career at Unilever, a rarity in today’s world where professionals change companies every few years. How did you manage to reinvent yourself so many times within the same organisation? 

Ryanne Besselink: It certainly wasn’t planned that way. When I joined as a trainee in a factory, I was drawn to the brands and the fast-moving culture. My strategy has always been to hunt for roles that take me out of my comfort zone. 

I am easily bored, so I intentionally sought roles that offered the steepest learning curve. For me, that meant moving across different areas of the P&L—from sales finance and procurement to R&D and supply chain. I’ve held 11 roles in 22 years. Each time I dove into the deep end, feeling "uncomfortable" and humble because I realised how much I still had to learn. 

My advice? Never be a victim of the organisation. If the growth you need isn't available internally within your timeframe, look outside or find a "flex project" to keep growing. 

the "shanghai lesson": cultural sensitivity as a business skill.

Randstad: You spent four years in Shanghai, moving there early in your career. How did that international experience shape your approach to risk and communication? 

Ryanne Besselink: It was a defining period. I actually wrote my own job description to make that move happen, which taught me that more is possible than you think if you just talk to the decision-makers. 

The cultural learning was profound. In the Netherlands, I used to think Chinese emails were rude, but once I was in Shanghai, I realised it was just a matter of translation. In my second role there, I was the only foreigner on the team with a very demanding Chinese boss. I had to be "brave" and have sensitive, open conversations about our different working styles. 

I brought back a heightened sensitivity to inclusivity. I know what it feels like to be the one at the lunch table who doesn't understand the language. Now, I make it a point to listen for the quietest voices in the room. Just because someone is silent doesn't mean they don't have the most valuable opinion.

finance as a business partner: beyond the "no".

Randstad: Finance is moving from reporting numbers to influencing strategy. Can you share how you balance being a "gatekeeper" with being a partner in innovation? 

Ryanne Besselink: Decision-making is now integrated into everything we do. In innovation, for example, marketers treat their new products like their "babies." They are passionate, but we know from post-launch evaluations that many innovations don't meet their business cases. 

Our job is to be critical of assumptions. When we face high-risk investments with uncertain payoffs—like brand awareness projects in restaurants—we use a "pilot and scale" approach. We take small, safe steps in a restricted area, assess the uplift, and only then scale up. It allows us to take risks while keeping the spend controllable.

leading through the AI era.

Randstad: Many finance professionals fear automation. How do you lead your team through digital adoption without them seeing it as a threat? 

Ryanne Besselink: I tell my team: "AI will not take over your job, but the person who can utilise AI to the maximum will." 

We encourage everyone to upskill because the people who understand the business context are the best ones to drive the evolution of AI tools. We use internal "sprint teams" to test digital tools and share best practices across countries. 

The struggle for most people is simply knowing where to start. We break it down into baby steps—small projects and pilots—rather than trying to capture everything at once. 

managing global complexity: the GMEA region.

Randstad: You manage the GMEA region, an incredibly volatile area. How do you maintain a standardised control framework while allowing for local agility? 

Ryanne Besselink: Our accounting and control framework is non-negotiable and fixed. However, the targets we set must reflect market reality. 

For instance, in Turkey or Egypt, we have to account for hyperinflation and GDP shifts. In Israel, our production costs are higher due to kosher requirements, so expecting the same margin as another country isn't realistic. We give market teams top and bottom-line targets and the freedom to manoeuvre within that context. If the target framework is sane and reflects the local levers, they can deliver. 

the missing skill in mid-level finance.

Randstad: When you are hiring or promoting, what is the one skill you find most lacking in mid-level finance professionals? 

Ryanne Besselink: Stakeholder management and storytelling. 

As you grow, you aren't just presenting data; you are convincing senior leaders. You might have the same data points, but you must adapt the narrative depending on whether you are talking to person A or person B. You have to make the big data small, simple, and graspable. I often bring junior team members into senior meetings to present. It’s the only way to learn the sensitivity of the room and understand why one story lands while another fails.

a message to the next generation.

Randstad: If you could go back to 2003 and give your younger self advice, what would it be? 

Ryanne Besselink: Two things. First, stick to your own plan. Listen to mentors, but remember that only you know your desired pace and what you want to achieve. Don’t let someone else’s definition of "the end of your career" stop you from making personal choices. 

Second, don’t assume hard work is enough. I used to think if I just did my best, everything would happen. But you must communicate your aspirations. Reach out to senior leaders for a coffee. Don’t assume they are too busy to invest in you. Asking for advice doesn't show weakness; it shows a clear intent to grow.

join the conversation.

Ryanne Besselink’s journey through 11 roles and 22 years at Unilever isn't just a story of corporate longevity; it’s a masterclass in career agility. In a world that often feels like it's moving too fast to keep up, her insights offer a grounded, strategic blueprint for every F&A leader looking to make a lasting impact.

The future of finance isn't just about managing the P&L; it's about managing possibility. As we have entered a new year, we invite you to view yourself not just as a guardian of numbers, but as a strategist for growth.

Ryanne’s playbook proves that when you stick to your personal career plan and lead with curiosity, the boundaries of what is possible within a single organisation (or a single career) are far wider than they first appear.