It’s (NOT) a man’s world. Virginie Erny’s word.

Meet Virginie Erny, Head of Procurement V-ZUG, to speak about inclusion, trust, and servant leadership in action

Nowadays we take them for granted. Whether they are basic, or high tech, premium and sustainable, laundry machines, dishwashers, vacuum cleaners and fridges, to mention only a few, are essentials of every western household. They perform their tasks mostly autonomously and generally triggering low inspiration in their owners.

But, looking back, it is clear how the advent of these modern household appliances changed the world, acting as real 'Engines of Liberation'[1] for the women of the time and of today.

Thanks to the increased productivity granted by these appliances, women gained more time and greater control over their schedule and life choices. Eventually this meant more freedom to choose their occupations, the chance to enter the labour force and the earning power to shape their own lives, for the benefit of the whole community.?

With its strong tech and engineering background, it comes as no surprise that the workforce behind this industry has been male dominated for a long time. While this is still the case today, the status quo will not remain for long as changes are afoot. ?

At PWN Zug & Zurich here in Switzerland, we have the opportunity to collaborate closely on driving this change with V-ZUG, one of our key corporate partners. “The history of V-ZUG – cites the company’s annual report – runs hand in hand with the history of simplifying and automating Swiss households”. Through this partnership, we work together on a series of initiatives aimed at advancing balanced leadership. This includes the possibility for V-ZUG colleagues to join the annual PWN mentoring program. In 2021, 14 V-ZUG colleagues joined as mentees, while 9 offer their experience and skills to the network as mentors. Ever since the company started working on driving balanced leadership in its organization, the proportion of women at top management level has risen continuously until reaching 20.8% in 2020, topping the Swiss companies' average of 18%.?

We have the pleasure of meeting one of the ‘power women’ from V-ZUG’s top management: Virginie Erny is the Head of Procurement. I got to chat with her on ‘one of those’ frantic afternoons where priorities get turned upside down and meetings overlap. In spite of this – she is calm, smiling, caring and armed with a refreshing sense of humour as she shares her story.??

While there is no sector or department that hasn’t been impacted in some shape of form by COVID-19 over the past year, supply chain and procurement were challenged especially: These departments had to deal with multiple issues, from a lack of workers due to COVID infections and reduced shifts at the suppliers’ plants, to logistics, due to travels’ limitations, to mention just a few. All of the while the demand of home appliances continued growing. “Still, we made it successfully” says Virginie with a proud smile.?

It was clear from the start of our conversation, that Virginie’s story would be inspiring and free from discrimination or insecurities.

Virginie was born in France, just a few kilometers away from Basel. “However, – she tells – when at 19 it was time to improve my German, I fought with my family to move to Munich, where I started working as Au Pair for one year. I preferred taking a more challenging way, and definitely wanted to do my own experiences. After that, I continued to work during all my school holidays on whatever job was available: I was a post-woman, worked on assembly lines, babysat or delivered pizza….”.

And what was your driving motivation? What were you looking for? ??

“I wanted to be independent and do exactly what I wanted; and I made it possible very soon”.

Her corporate career continued with an experience as broker, then in sales, until Virginie became Head of Strategic Sourcing at Bernina. She joined V-ZUG in 2018 as Strategic Procurement Lead, taking on the Head of Procurement role only 11 months after.

How did that come to fruition so quickly? ?

“I did not have to elbow – she says – my predecessor left. I was there and had shown to be qualified and a hard worker. I just got appointed to the role”.

Why procurement? What led you to this profession??

“Humanity” she says. “In the end it is a ‘people’ business, strongly based on building relationships, often with people with the most varied origins, culture and background. The human factor is what definitely exalts me in my job. Whether we interact with our internal clients, or with suppliers around the world: respect, transparency and trust are the foundation of any successful negotiation and final deal”.

?Respect, transparency and trust are the foundation of any successful negotiation and final deal.

What are the key skills required in this job??

“As it is a people business, respect for diversity, starting from culture is fundamental. Therefore, sensitivity is definitely a key skill. Beyond that, to close the deal sustainably, you need to be persuasive and, as always, roll up your sleeves and work hard”.

Are women more sensitive than men? Or are men indeed more inclined to negotiations? ?

“No, I do not see any clichés in action in my daily experience. Sometimes women tend to elaborate more – which can translate in some higher emotional load. But it gets really to an individual, personal approach.

Within the team, we have been working intensely on developing an open feedback culture. We speak, exchange point of views and focus on openness, respect and transparency. These values are key to build an authentic trust, which is the key pillar for any healthy and constructive relationships. Through trust and open feedback culture, I see the team growing every day stronger. ?

Building on this base, it is the job and the responsibility of the leader to invest the time to know well all team members and learn the best way to connect, motivate and empower each one of them based on their personality, culture and needs. Trust is the base. Then we - as leaders – are here to serve the team and grow together”.

?Trust is the base. Then we - as leaders – are here to serve the team and grow together.

Why is procurement still ‘a man’s world’?

“It is not. My team is very diverse. The difference in their way of working and approaching issues, is exclusively personal, not gender-driven. If there is a problem, it is that whenever we post a new position, the percentage of women applying is minimal, so our possibilities to choose, shrink dramatically. It is clear, that the change in the mind-set must start early on, in the formative stages in children’s lives”. ?

Virginie, your journey is the exception to the rule. As a matter of fact, for many women, working hard and climbing the career ladder are not necessarily connected, for a number of reasons. What is your advice, especially for young women who start to face the world of work?

“My way has consistently been the ‘try harder and do it’ way. I invite women not to wait for the conditions to change. Rather, I believe in the power of being yourself, telling what you feel through open and transparent communication, taking responsibility, working hard and daring more”.?

While we at PWN Zug & Zurich see this as an ideal scenario to systemically move the needle in balanced leadership, evidence shows that individual action is not enough to drive structural change. It is however, where the process starts and where we are all in control to act. With more leaders like Virginie in leadership positions, there is fertile ground to make the necessary change happen together. ?

[1] Jeremy Greenwood, Anath Seshadri and Mehmet Yorukoglu https://www.jstor.org/stable/3700686

https://www.bloomberg.com/opinion/articles/2021-03-14/women-s-liberation-started-with-job-killing-inventions

https://www.sciencedaily.com/releases/2009/03/090312150735.htm