It’s the people, not the numbers, that gets me out of bed in the morning
Flore de Garsignies knows Pernod Ricard inside and out. She first encountered the group more than 20 years ago, when it was a client of EY, one of the Big Four, and she worked as a specialist tax lawyer on its acquisition of the Absolut Vodka brand.
That early experience proved pivotal in Flore’s career, which has evolved seamlessly from a day-to-day tax expert to a strategic executive leadership role. Today, as VP Finance at Pernod Ricard’sCrystal Brand Unit, she balances her deep tax expertise with a strategic vision for transformation and people development.
“Working on Pernod Ricard’s acquisition of Absolut gave me an inside view and sparked my interest. Joining the Group felt like the natural next step and when the opportunity came, I jumped at it,” she recalls.
We caught up with Flore to talk about her career journey, her empowering approach to leadership, and her enduring love affair with Malibu – a brand she says has embodied the same fun, sociability, and optimism for as long as she can remember.
What made you decide to join the drinks industry?
As a specialist lawyer with a narrow “swimming corridor”, I rarely saw how my advice played out in practice, which I found frustrating. Working on Pernod Ricard’s acquisition of Absolut sparked my interest in building my career outside EY. When a position opened in Hong Kong with Pernod Ricard, it felt like an amazing opportunity. For a decade, my work here centred mainly on tax, but as my career progressed, I wanted to pursue a broader business perspective. I realised my tax experience had taught me more about organisations and ‘the bigger picture’ than I thought – this led me to the broader leadership role of Group Transformation Director three years ago.
What is your current role and what are your three key areas of focus?
I am VP Finance at Pernod Ricard’s Crystal Brand Unit, a role that, for me, strikes the perfect balance between deep tax expertise and broader strategic influence. I cover the full finance agenda – performance, transformation and people. I want the organisation to do better by driving simplification and greater efficiency. In my role, the ‘people part’ more than the numbers gets me out of bed in the morning. My goal is to build a strong, connected finance team, ensuring everyone understands our purpose. I want to help them grow and contribute to our overall ambition. I want them to have an impact and be empowered to dare and try new things.
Where does the role of finance sit within the organisation?
For me, finance sits at the crossroads of commercial insights, operational realities and financial discipline. My role is to bring them together and ensure they translate into actions that deliver real outcomes. It’s not just about the numbers – it’s about contributing to the Crystal Brand Unit’s broader ambition to shape modern drink culture through smart insights and financial discipline, driving growth.
How would you describe your management style?
I try to be empowering, but I’m also aware that I can be demanding at times. What matters most to me is people. It’s important that they don’t feel like they’re just extracting figures from Excel.
I want everyone to understand where they’re going, why it matters, and how they can contribute to the bigger picture. My tax background means I haven’t taken the same journey as some of my team – I am learning from the new perspectives they bring to me, just as I bring experiences that are new to them. I like to think empowerment comes naturally to me. I trust people and believe everyone has something to contribute. For me, it’s about team achievement as much as individual success. If my team recognises even a small part of what I’ve just said, I’ll be proud!
Do you havea leadership role model?
I wouldn’t say I have one specific role model. I’ve tried to learn from many different people over the years. I’m inspired by leaders who combine high standards with genuine care for people – that combination really matters to me. I’m also motivated by those willing to tackle difficult situations and humble enough to question themselves. What’s especially important to me is admiring people who stay true to their values, particularly under pressure.
What behaviours do you need to be a leader in an international group like Pernod Ricard?
Having worked in Asia and connected with teams worldwide, I would say the qualities you need are curiosity, adaptability and courage. When I arrived in Asia, I soon realised that nothing is one-size-fits-all. Cultures and approaches differ everywhere, and you need to understand others’ perspectives. Adaptability means translating that understanding into decisions that fit the specific situation. And courage is super important, not just for credibility, but also for respecting people and for being proud of the way you lead.
What’s been the biggest change you’ve seen over the past decade?
Generally speaking, finance hasn’t changed much, but it can no longer be done in isolation. You can’t understand performance just by looking at figures. You need to listen to marketing, sales, operations, innovation and more. The focus should be on serving the business and its goals, not just on finance for finance’s sake. It’s about asking the right questions to serve the business in a broader, 360-degree context and working with all stakeholders to find the best answers. And while the current landscape is challenging, it is exciting to work in this ever-changing environment. We are constantly seeking to reinvent ourselves and spot trends. It’s actually an amazing opportunity to be creative, innovative and agile, turning those challenges into real growth and impact.
What’s been your favourite campaign initiative during your career at Pernod Ricard?
I’ve never directly been part of a campaign, but if I had to pick a favourite brand, it would be Malibu. Not just because I enjoy it, but because I find it fascinating how Malibu keeps reinventing itself while staying true to its core – fun, sociability and optimism. Its recent campaigns and innovations, especially the RTD formats, have grabbed the occasion mindset and maintained cultural relevance to younger generations – just as it did when I was 18!
What was the most defining moment of your career?
Moving from tax to transformation. Tax was a huge part of my professional identity, so stepping into a broader role with more impact was a big leap outside my comfort zone. The work became more emotional and less about pure expertise. I had to align with stakeholders with different priorities and clarify complex issues. For me, it has been a fruitful experience that helped me realise I can bring more to an organisation than just what I know, but who I am and how I can connect the dots to help people move forward.
What advice would you give your younger self?
I wish I had taken more time early in my career to understand myself and what gave me energy and purpose. I followed a fairly obvious professional path at first, and while it was meaningful, I wish I’d started with more self-awareness. So, stay true to your values and who you are. Over the years, I’ve learnt to be self-confident and to dare to try. As a leader, I try to convey that we don’t need to see the entire road before taking the next step, and that stepping out of your comfort zone can be frightening, but it’s an amazing way to find fulfilment.
What is your favourite cocktail?
Given my special attachment to Malibu, it’s simply Malibu with pineapple juice. I’m probably the only one at Pernod Ricard who would say that! But for me, it’s a bit of a sunny moment, a time to share good times with friends.
