Jan 31, 20248 min read

"With a good team you don’t need to fear challenges."

As a manager, Helen Au has played a key role in establishing KSB sites in China. In this interview she tells us her recipe for successful management in East Asia – and provides valuable tips for Europeans who would like to establish a company in China.

KSB.com: You have been working at KSB for 23 years. In your curriculum vitae you describe this time as an "adventure journey". What makes working at KSB such an adventure?

Helen Au: It is a journey that has always thrown unexpected and challenging things at me. When I started with KSB in Hong Kong in 2000, I was working in finance and expected to always stay in my specialised field. Luckily, my managers were convinced that I should develop further and be open to new things. They asked me if I could go to the mainland as a controller to adjust the operating processes of KSB's pump factory in Shanghai to the significant growth. After that, as a project manager in Changzhou, in the Jiangsu province, I was given the opportunity to help establish a valve factory. And finally, in my role as a manager, I oversaw the establishment of three service workshops, distributed over the north and west of China. This was a decisive milestone for our service business. Every time I changed to a different KSB company, I not only got to know a different part of China, I also experienced special challenges and opportunities.

You are qualified in finance and controlling. But then you were assigned a key role in the repair and servicing business of KSB in China, a role that requires knowledge in technology and logistics. How did you manage this change?

Coming from a business background rather than a technical one, I saw it as an exciting challenge. I received a lot of support from my managers and colleagues at KSB. I learned a great deal from my colleagues. They told me: "Helen, you don't need to be able to repair pumps to establish a service site. You employ specialists who can do that for you. You are the one who has to support and manage them." I followed their advice and successfully completed a number of projects.

Helen Au and her journey through China

In her time with KSB, Helen Au has undertaken an incredible journey through different regions of China: It all started in the administration department of KSB Hong Kong in May 2000, where she initially worked in finance, human resources and administration. From 2006 to 2007 she was a Financial Controller at KSB Shanghai Pump Co., where she optimised the ERP system and working capital management. From 2009 to 2013, as Chief Financial Controller and Project Manager, she was in charge of founding and building the valve factory in Changzhou, in the Jiangsu province. In May 2013, KSB threw a new challenge at her: Establishing a service company in the north of China – a decisive milestone for the aftermarket business. She helped establish the service workshops in Tianjin (in the north of China), Xian (in the north-west of China) and Chengdu (in the south-west of China). From 2016 to 2021, she worked as a General Manager. Currently, she is working in KSB Hong Kong as Financial Controller.

You are very experienced with business in China. What is the most important piece of advice you would give to a foreigner wanting to do business in China?

Choosing a good site is crucial. Making the wrong choice can be very expensive. If, a few years down the road, you find out that the site is not suitable for expansion or that no local qualified staff is available, this can be costly. But firstly, and most importantly, you should have experience in dealing with the locals. Working with Asians requires a different way of thinking than working with Europeans. You have to motivate them differently to people from Europe and the USA.

And how do you do that?

Asians want to know very precisely how they can get ahead. I try to illustrate this to them in a fair and transparent manner. For instance, I told a service engineer who only knew how to service energy pumps that he could earn more if he expanded his horizon and learned to repair other models too.

I also motivate staff to look at the overall picture. I want them to not only see their field of expertise but to think about how we can jointly support the company overall. I would like them to develop their own ideas and be creative. If staff members notice something our competitors do that we can also make use of to improve our service, they will tell me so.

Especially the younger generation places great value on discussing joint improvements on equal terms. This is why I like working closely with my staff. In the end, we all show our commitment day after day to succeed together.

In your time at KSB you have been working at sites and in regions that differ greatly from one another. What is different about doing in business in these regions?

China is a huge country with a population of 1.4 billion. Naturally, every city has got its own culture, customs, dialects and cuisine. I was born in Hong Kong. That means I behave more like a Westerner. For example, I tend to be very open and direct with my employees.

On the Chinese mainland this is not so common. Talking openly at eye level is important to me because everyone can make a wrong decision, me included. If that were to happen, I need someone who will tell me straight up that I may be taking the wrong step.

As a manager I have to remain humble, listen to people and understand their mentality. When colleagues notice that you are willing to listen to them, they will start speaking openly. This is the type of cooperation that will further the development of our company.

How does working at KSB differ from working at other companies?

For me, KSB is like family. When you work for this company for a long time, colleagues become friends. When working in such a good team full of trust and motivation, there is no need to fear uncertainties or challenges. Together we can always find a solution.

I was fortunate to get to know many great people from different nations, cultures and age groups at KSB. This is something I am very grateful for. It taught me to be open-minded, accept new things, and better understand our business. As a matter of fact, it is all of us who are responsible for the success of KSB in China, not just me.

How has your adventure journey changed you personally?

I have travelled a lot and I have seen things I will never forget. It opened my eyes to the fact that – with a great team – nothing is impossible. These experiences have accelerated my personal and professional growth. They made me more courageous and more able – also in personal matters.

You are currently a financial controller in Hong Kong – what are your plans for the future?

When KSB needs me, I will be ready for a new challenge!

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