Elaine Hery speaking on the Think Global Women panel.


“ Whether you’re outgoing or a shy introvert, believe in yourself, build your teams, and know that leadership comes in many forms.”


ELAINE HERY, CO-FOUNDER, ERES RELOCATION SERVICES


CROSS-CULTURAL COMPETENCE & UNDERSTANDING Together with business partner José Antonio de Ros, Héry oversees international marketing, global communication and personal development and training for Eres’ teams in Europe, where the company has eight offices in Spain, Portugal, Italy, France and The Netherlands. Her entrepreneurial journey began in Barcelona in 1991 when she launched her first relocation company. Over the years, she has navigated the complexities of international business, from leading teams to supporting families in transition. Her fluency in Spanish and French has undoubtedly


facilitated nothing her


success, but the true advantage has been her ability to adapt. “There’s


like


experiencing the challenges of living in a different country to open your horizons,” she says. “You tend to believe your way is the only way until you’re immersed in a new culture.” Héry had joined ICI on their graduate scheme after university, and had been seconded to Barcelona. After 14 years working at ICI, she was living in Barcelona and fluent in Spanish


66


but decided not to return to the UK after her European assignment had ended, and was looking for new opportunities. In 2007, she founded Eres


Relocation Services, drawing on her vast background in international business and communication, but her first few roles in Spain working for small family businesses had been a learning experience that underscored the importance of cultural awareness. “I had always excelled in school


and my previous roles, but suddenly, I felt like I was upsetting people without understanding why,” she said. It wasn’t until she attended a cross-cultural training session that the realisation hit. “I was applying my UK rules in a different culture where the rules had changed. That’s why I wasn’t succeeding.” For leaders in global mobility,


this story serves as a reminder of the importance of cross-cultural competence and understanding, and how nuances in communication can have a significant impact. The most successful executives learn to adapt, taking the best of different cultures while contributing their own strengths. “For me, following a plan and being efficient with your time is


important, but for the Spanish small businesses I was working for, changing your plan is the best thing you can do,” she explained. In the end, she learnt to take the best of different cultures. “If you go to a different country


with your eyes wide open, you can take the best of both worlds, adapting to new rules while applying what you already know. There is nothing like experience to teach you how others feel. Social sensitivity is key. I believe both women and men can have great social sensitivity,” she said. “Whether you’re outgoing or a shy introvert, believe in yourself, build your teams, and know that leadership comes in many forms.”


CAREER GROWTH THROUGH SERENDIPITY Fubler’s career evolved in unexpected ways. She had originally trained as a speech therapist, but her path moved to education, transitioning from speech and language assistance, and then to policy analysis at the Ministry of Transport, before returning to education to found her own school. “Leadership


skills


are


transferable,” she explains. “What I learned as a teacher helped me


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58  |  Page 59  |  Page 60  |  Page 61  |  Page 62  |  Page 63  |  Page 64  |  Page 65  |  Page 66  |  Page 67  |  Page 68  |  Page 69  |  Page 70  |  Page 71  |  Page 72  |  Page 73  |  Page 74  |  Page 75  |  Page 76  |  Page 77  |  Page 78  |  Page 79  |  Page 80  |  Page 81  |  Page 82  |  Page 83  |  Page 84  |  Page 85  |  Page 86  |  Page 87  |  Page 88  |  Page 89  |  Page 90  |  Page 91  |  Page 92  |  Page 93  |  Page 94  |  Page 95  |  Page 96  |  Page 97  |  Page 98  |  Page 99  |  Page 100  |  Page 101  |  Page 102  |  Page 103  |  Page 104  |  Page 105  |  Page 106  |  Page 107  |  Page 108  |  Page 109  |  Page 110  |  Page 111  |  Page 112  |  Page 113  |  Page 114  |  Page 115  |  Page 116