Editor’s note: Sophie Fischer (pictured), Fujitsu APAC’s Corporate Development Associate who oversees M&A interests in the ASEAN+I markets (Southeast Asia and India) shared with FutureCFO audiences how she turned her dream in her teenage years into an actual career in M&A, advice for aspiring professionals, as well as the similarities between skiing and golfing—which she has enjoyed since her childhood—and M&A.
The interview is part of FutureCFO’s Female Leadership in Finance Series.
FutureCFO: From your bio I learnt that you became passionate about M&A at a young age. Can you tell us more about this?
Sophie Fischer (SF): I first became passionate about merger and acquisition transactions in my teenage years in high school. That’s when I considered it a possible career path. As a young child, I wanted to become a detective.
I would watch my father, who worked on different M&A projects, and think: “Wow, that’s such an exciting job!”
My M&A ambitions grew after gaining experience as a financial analyst and later working for a global boutique M&A advisory firm in London. While it was great to have an example from a young age, I’ve forged my own path in the technology sector.
M&A fascinated me so much that I decided to focus my academic attention on completing a PhD focusing on M&A.
This has helped me advance my learning and career, giving me a real sense of accomplishment.
FutureCFO: What do you enjoy doing the most among your current responsibilities?
SF: It’s great to be a part of an ambitious global company making a positive difference in the world through technology. Fujitsu is also very open to deals, aiming to acquire companies that are the epitome of digital transformation.
Since 2021, Fujitsu has acquired the following six companies in Asia Pacific:
- Versor, a data, analytics & AI consultancy now known as Fujitsu Data & AI;
- oobe, a Microsoft cloud, modern workplace, and security provider;
- Enable Professional Services, an independent ServiceNow consultancy in Asia Pacific;
- InPhySec, a New Zealand security consulting and managed security services firm;
- Innovation Consulting Services, a Thailand-based SAP consultancy; and
- MF & Associates, a consulting and cyber security specialist.
The new businesses augment Fujitsu’s leadership and strengths in digital experience and sustainability experience transformation.
There’s nothing more satisfying than seeing an acquisition you’ve worked on successfully grow and scale within your organisation, although in my role, you spend most of the time looking to the future!
While there’s a great sense of accomplishment in getting a deal done, sometimes the best recommendation is not to go ahead with a deal, if there’s a lack of cultural, strategic, or financial fit.
Overall, the greatest enjoyment of my job is being surrounded by a smart, diverse and collaborative team who has taught me so much and make me laugh every day.
One of the biggest challenges is to get stakeholders excited about acquisitions, while also dealing with the fear and uncertainty that comes with it.
FutureCFO: What are some of the biggest challenges facing you as a M&A leader today? How might some of these challenges evolve in the near future?
SF: The rationale for M&A deals has evolved and businesses have increasingly used M&A to redefine business models and change where they stand in the market.
One of the biggest challenges is to get stakeholders excited about acquisitions, while also dealing with the fear and uncertainty that comes with it. People are set in their ways and it’s not always easy to change their perspectives.
Another challenge is that people often believe technical skills are all that are required for success in the industry.
However, the soft skills of bringing people together on the M&A journey and understanding of how potential targets align to M&A strategy and in particular, the company strategy is just as important, and sometimes even more so!
During my time working in M&A, I’ve found that an outstanding strategic advisor can advise on both the technical and the strategic sides of M&A.
FutureCFO: What’s your advice to female finance professionals who aspire to become M&A leaders?
SF: You need to be across your brief, and be across the necessary technical skills and domain expertise. You also need to build a strong network of advisors, target firms and clients.
These relationships will be critical to enable successful acquisitions and facilitate your own personal development.
The other advice I would give is the ability to adapt and to continuously learn.
Deals are different and markets are always changing—so to succeed you must be sensitive to all involved parties and more importantly, be resilient when the M&A cycle drags on.
Finally, strategic thinking is key. Understanding the bigger picture beyond the deal is essential when leading a team during M&A.
When I reflect on my experiences, I have encountered several M&A projects in which a lot of time and effort was invested but eventually the transaction didn’t go ahead.
It can sometimes be frustrating and discouraging. However, this is often the nature of M&A projects and you have to learn to move on.
An outstanding strategic advisor can advise on both the technical and the strategic sides of M&A.
FutureCFO: Tell me something about yourself: What are your hobbies? How do some of these help you relax outside work? Do some of them inspire your work?
SF: Away from the office, you will find me carving up the ski slopes during the wintertime or teeing up on the golf course during warmer days.
Believe it or not, I had my first ski and golf lesson when I was three years old. Both hobbies inspire me in the way that you can finish off a golf game or a ski day in different ways, similar to closing a deal.
Just as no two golf rounds are identical, M&A projects also vary greatly. There's no one-size-fits-all approach—different strategies can take you to the same outcome, much like closing a deal.
Being passionate about golf from a young age, I’ve learned that one can never stop improving. New challengers such as a hook or a slice in your game can emerge.
Or even, while being good off the tee, it’s the putter that can ruin your round. Similar to M&A, a lack of cultural, strategic or financial fit can hinder the close of a deal.
Aside from golf and skiing, I’m an avid dog lover and a dog mum to a Border Collie named Colin. Raising a Border Collie has also taught me resilience. Resilience is also critical in the M&A sphere, as it’s not always easy to get deals done. A fighting spirit is needed and you can’t give up easily.
