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un-enfant-immature · 5 years ago

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Match Group CEO Mandy Ginsberg is stepping down

Match Group, home to Tinder, Match, OKCupid, PoF, and a host of other online dating apps, announced today that CEO Mandy Ginsberg would be stepping down from her position after 14 years with the company. She’s served in the CEO role since her appointment in 2017. Related to this, Ginsberg will also resign from Match’s Board of Directors. Assuming her position is Shar Dubey, currently the President of the Match Group, who will begin her new role March 1.

Dubey has also been with Match Group for 14 years, the past two as Match Group President. She’s been a board member since late 2019. Prior to her most recent position, Dubey served as Chief Operating Officer of the Tinder business, where she led the team that launched Tinder Gold, the company’s most successful monetization feature to date. She also previously served as President of Match Group Americas and Chief Product Officer of the Match Brand.

The exec shakeup doesn’t end with the CEO changes. Match today named Gary Swidler as Chief Operating Officer, in addition to his role as CFO. In the new role, Swidler will also oversee corporate communications, market research, corporate strategy, data security, advertising, and user safety across the portfolio of brands, the company says.

Meanwhile, Match also named Faye Iosotaluno as its Chief Strategy Officer and Justine Sacco as Chief Communications Officer. Both will report to Swidler.

The Wall Street Journal previously reported the news, citing an internal memo offering more details about Ginsberg’s departure. According to the memo, a tornado hit Ginsberg’s home in October and last week she underwent surgery.

Axios has a copy of the memo, where Ginsberg further explains she had opted for a double mastectomy after testing positive for the BRCA1 gene in the past. She has now has to have surgery again, as the FDA had recalled the implants. The memo says she plans to take time off this year to focus on health:

So why am I leaving now? These last 4 months have been personally trying. In October, Dallas experienced a tornado that barreled through the city destroying many homes in its wake. Thankfully no one was killed, but the tornado hit my home, making it unlivable. This has definitely impacted my family. And I have had some recent health hiccups. I have been pretty public about the fact that after my mom and aunt died of ovarian cancer 15 years ago, I tested positive for the BRCA1 gene and at the time, opted for a preventative double mastectomy due to high risk of breast cancer. And 10 years later, just last Friday, I had to have another surgery due to an FDA recall of the implants, because they have been linked to cancer. It’s been a lot to handle. And while I expect to have a clean bill of health, short term I need to take care of myself and so will take some time off this year to do just that.

In the memo, Ginsberg also praises Dubey as having an “incredible command of the consumer internet space” and “the vision and experience to take this business forward.”

She is so well suited for this role and we won’t miss a beat during this transition. Not only is she a brilliant, analytical and action-oriented executive, but she is a great leader because she wants every single person on the team to win. And so many people who have worked for Shar have told me she is the best boss they have ever had. Now you all have the best boss.

In a statement about Ginsberg’s departure, Match Group Chairman Joey Levin said, “Mandy has had a profound impact on Match Group’s culture, the team, and through the success of our products, the world. She recruited Shar to the company more than a decade ago, and it’s been incredible to witness what these two executives have built together. Mandy will always be a part of the Match Group family, wherever she is. But, if she will no longer be here, we cannot imagine a better successor than Shar. The Match Group leadership team has a deep bench of talent, and Shar, Gary and the team will continue to lead Match Group forward.”

Dubey takes the helm at Match Group ahead of a significant change to its business. In October, digital media holding company IAC took the next step towards spinning off Match Group as an independent company.

Match Group reported better-than-expected revenues and profit for the third quarter of 2019, thanks largely to the revenue growth for its top dating app, Tinder, which also became the top-grossing non-game app of 2019. Revenues of $541 million were up by 22% year over year, due to improvements of 19% and 4% in average subscriber base and Average Revenue per User (ARPU), respectively.

#TechCrunch

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magzoso-tech · 5 years ago

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New Post has been published on https://magzoso.com/tech/match-group-ceo-mandy-ginsberg-is-stepping-down/

Match Group CEO Mandy Ginsberg is stepping down

Meanwhile, Match also named Faye Iosotaluno as its Chief Strategy Officer and Justine Sacco as Chief Communications Officer. Both will report to Swidler.

In the memo, Ginsberg also praises Dubey as having an “incredible command of the consumer internet space” and “the vision and experience to take this business forward.”

#Miscellaneous

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readersforum · 6 years ago

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Match Group restructures exec team with focus on Asia

New Post has been published on https://www.readersforum.tk/match-group-restructures-exec-team-with-focus-on-asia-2/

Match Group restructures exec team with focus on Asia

Tinder parent company Match Group, also the owner of a suite of dating apps including OkCupid, Meetic, Match, PlentyofFish and others, announced this morning plans to restructure its leadership team in order to better focus on the market opportunities for dating apps in Asia. Specifically, the company has appointed three new general managers in Asia to focus on areas like Japan, Taiwan, India, South Korea and other parts of Southeast Asia.

The company explains its decision has to do with the potential it sees for growth outside the U.S. and Europe, where there are more than 400 million singles, two-thirds who have not yet tried a dating app.

One of the new GMs is Tokyo-based Junya Ishibashi, who has been CEO of Match Group’s Eureka business in Japan. He now becomes the general manager of Match Group for Japan and Taiwan.

Taru Kapoor, who’s based in Delhi, will be GM of Match Group India. And Seoul-based Lyla Seo, who previously served as regional director of East Asia for Tinder, is now GM of Match Group for South Korea and Southeast Asia.

Meanwhile, Alexandre Lubot, who has served as both CEO of Meetic and CEO of Match Group EMEA & APAC since 2016, will remain CEO of Match Group EMEA & APAC. He will oversee the brands across Europe, the Middle East and Asia, with the three general managers reporting directly to him.

Meetic, which is Match Group’s European dating app, will now be overseen by Matthieu Jacquier, who has worked as a CPO with the company for a year. Alongside Jacquier, Elisabeth Peyraube will now take on a new role of COO & CFO of Match Group EMEA & APAC.

While Match Group plans for growth across Asia, India has been of particular importance, especially as rival dating app Bumble entered the country last year, where it tapped actress, celebrity and Bumble investor Priyanka Chopra to advise its expansion.

Tinder has also tried to cater to its Indian users with the more recent launches of expanded gender options in its app, and the Bumble-like “My Move” feature, which allows the women to chat first.

However, Tinder’s strategy in India needs to differ from here in the U.S. where it’s now promoting the young, carefree and often less relationship-focused “single lifestyle.” In India (as well as in China and other markets), dating apps today still face challenges due to cultural norms. That’s led to an unbalanced ratio between men and women using the apps in India, a report from The Wall Street Journal found. And when women join, they’re overwhelmed by the attention they receive, as a result.

These issues will require Tinder to adapt everything from its marketing and advertising messages to even its product features in order to better cater to its Indian users. And it requires someone who fully understands the market to lead.

“Taru was originally hired to grow Tinder in India, but a little more than a year ago we increased her responsibilities to oversee the growth of other Match Group products in the country,” said Mandy Ginsberg, Match Group CEO, in a statement about the leadership restructuring. “During that time Tinder has become a big brand in India, but Taru also has meaningfully grown OkCupid’s user base in India over the last six months due to her keen understanding of the market and culture. Her success is a template for how we can approach these emerging Asian markets, particularly when we have stellar talent on the ground that understands the cultural, regulatory and market dynamics at play,” she added.

In Korea, Match Group credits Seo with executing Tinder’s first-ever TV ad campaign, which helped increase downloads in Korea 2.5x from 2016 to 2018.

The company also says Ishibashi more than doubled Pairs’ revenue in Japan since its acquisition in 2015.

Both executives will oversee other Match Group brands in their respective markets as part of their new responsibilities.

Match Group has been growing its footprint in the Asian market for some time. On its Q4 2018 earnings call in February, the company noted it already had teams in around half a dozen key countries throughout Asia focused on its marketing programs and developing the cultural insight it needed to succeed in those regions.

Ginsberg now says she would like to see a quarter of Match Group’s revenue coming from Asia within five years.

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toomanysinks · 6 years ago

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Match Group restructures exec team with focus on Asia

One of the new GMs is Tokyo-based Junya Ishibashi, who has been CEO of Match Group’s Eureka business in Japan. He now becomes the general manager of Match Group for Japan and Taiwan.

In Korea, Match Group credits Seo with executing Tinder’s first-ever TV ad campaign, which helped increase downloads in Korea 2.5x from 2016 to 2018.

The company also says Ishibashi more than doubled Pairs’ revenue in Japan since its acquisition in 2015.

Both executives will oversee other Match Group brands in their respective markets as part of their new responsibilities.

Ginsberg now says she would like to see a quarter of Match Group’s revenue coming from Asia within five years.

source https://techcrunch.com/2019/04/15/match-group-restructures-exec-team-with-focus-on-asia/

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fmservers · 6 years ago

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Match Group restructures exec team with focus on Asia

Tinder parent company Match Group, also the owner of a suite of dating apps including OKCupid, Meetic, Match, PlentyofFish and others, announced this morning plans to restructure its leadership team in order to better focus on the market opportunities for dating apps in Asia. Specifically, the company has appointed three new General Managers in Asia to focus on areas like Japan, Taiwan, India, South Korea, and other parts of Southeast Asia.

One of the new GMs is Tokyo-based Junya Ishibashi, who has been CEO of Match Group’s Eureka business in Japan. He now become the General Manager of Match Group for Japan and Taiwan.

Taru Kapoor, who’s based in Delhi, will be GM of Match Group India. And Seoul-based LylaSeo, who previously served as Regional Director of East Asia for Tinder, is now GM of Match Group for South Korea and Southeast Asia.

Meanwhile, Alexandre Lubot, who has served as both CEO of Meetic and CEO of Match Group EMEA & APAC since 2016 will remain CEO of Match Group EMEA & APAC. He will oversee the brands across Europe, the Middle East and Asia, with the three General Managers reporting directly to him.

While Match Group plans for growth across Asia, India has been of particular importance, particularly as rival dating app Bumble entered the country last year, where it tapped actress, celebrity and Bumble investor Priyanka Chopra, to advise its expansion.

However, Tinder’s strategy in India needs to differ from here in the U.S. where it’s now promoting the young, carefree, and often less relationship-focused “single lifestyle.” In India (as well as in China and other markets), dating apps today still face challenges due to cultural norms. That’s led to an unbalanced ratio between men and women using the apps in India, a report from The Wall St. Journal found. And when women join, they’re overwhelmed by the attention they receive, as a result.

These issues will require Tinder to adapt everything from its marketing and advertising messages to even its product features in order better cater to its Indian users. And it requires someone who fully understands the market to lead.

In Korea, Match Group credits Seo with executing Tinder’s first-ever TV ad campaign, which helped increase downloads in Korea 2.5x from 2016 to 2018.

The company also says Ishibashi more than doubled Pairs’ revenue in Japan since its acquisition in 2015.

Both executives will oversee other Match Group brands in their respective markets, as part of their new responsibilities.

Ginsberg now says she would like to see a quarter of Match Group’s revenue coming from Asia within 5 years.

Via Sarah Perez https://techcrunch.com

#TechCrunch

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oh-my-damn · 8 months ago

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CFO IS NOT WEARING A RING

Now im unsure if he ever did wear one??? But considering what I overheard it could also mean he STOPPED wearing one👀🥴

#mandy rambles #cfo #Mandy has a crush

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ashleydpalmerusa · 7 years ago

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Think You Need to Stay in Big 4 Until Manger? Think Again

One of the most common pieces of advice given to young Big 4 professional is to “Stick around until manager.” The thinking goes, you will experience a number different of clients and situations, as well as give you the coveted title that many employers want to see. Firms suggest staying until manager because there’s always a shortage of Senior Associates. Encouraging people to shoot for a Manager position increases the likelihood that more Senior Associates will stay longer than they ordinarily would.

In reality, staying until manager has been a myth that we’ve discussed at length on Going Concern. FloQast has a number of Big 4 alumni among their ranks, and they all had different experiences, and most have landed in successful careers without ascending to manager. Here’s a Q&A we conducted with just three of them: Mandy Raeder, Marc Reicher, and JC Galvez.

Ed. note: This interview has been edited for clarity.

Caleb Newquist, Editor, Going Concern: Talk a little bit about your Big 4 experience and how it prepared you for work outside of the firm.

Mandy Raeder, Business Development Manager: I interned at PwC and started applying for jobs junior year. I applied to all of the Big 4 and was offered the job after my internship. I wanted to get a CPA, but I realized that while I enjoyed accounting, I didn’t want to be auditor. I wanted to interact more with people and be client-facing but didn’t want my accounting experience to go to waste.

Going into a [large] corporate environment as a first job taught me a lot about how to interact with people professionally, and how to be in someone else’s space, respecting their space, and interacting with people you don’t necessarily work for or with.

Since I worked with multiple teams, different managers, seniors, partner, you see different dynamics and should be able to adapt to different environments and management styles. Some clients are buttoned-up, some are casual and laid back.

Marc Reicher, CPA – Software Developer, former PwC Assurance Associate: I worked at PwC for two years, auditing mostly big public clients. Working in Big 4 prepares you to work just about anywhere because you get to work with teams of all different sizes and teams of all kinds of people. In assurance, you are client facing so you really have to understand what it’s like to be in someone else’s shoes. You’re not just focused on your own job but how you fit in as part of the company.

The clear hierarchy at the Big 4 got me accustomed to the fact that things get delegated to you even if they are things you don’t want to do. When you move to different job the structure is probably less rigid and you can do more of what you want.

JC Galvez, Account Executive at FloQast, former Senior Auditor at EY; seven years as an Accounting Manager in industry: I had nonstop busy seasons with 12/31 and 3/31 year-end clients so it prepared me for the grind. I was working so much that I didn’t actually realize how much I was learning because I didn’t have time to reflect. It wasn’t until I left did I realize how much I had learned. When I left EY and went to private, I found a $3 million error; it was a simple byproduct of doing a reconciliation and understanding what the nature of the account was.

When I am speaking to folks that are in the shoes I was in I can speak about my first-hand experience. I can relate to frustrations that a number has changed after the fact during the month-end close. FloQast gives you that peace of mind that things are tied out, you are really done and you can move on.

CN: Looking back, do you think you left your Big 4 firm at the right time? How do you feel about it now versus how you felt about leaving then?

Marc: I do feel like I left at the right time; [I] was doing a pretty big career shift in my case so there was [little] value in staying much longer. It was something I was worried about: “Am I leaving too early?” because there was part of me that wanted to stay to get the promotion to senior. But it became clear that unless I was going to be staying much longer (manager or partner), it didn’t seem like it was going to help to stay longer.

JC: My plan was always to go in and get enough hours for the CPA. I left after my first senior year and I think that was enough experience. In hindsight, I probably would’ve stuck around until manager because I think you get so much more exposure to higher risk accounts and working with higher-level managers. As far as financially, it really had a negligible impact on me – people who stuck around for 8-10 years have around the same salary that I do now.

Mandy: I left after the first year. If I were to do it again, I would’ve left five months earlier. She left in December which was bad for her team going into busy season but the problem was she was always in busy season. Be respectful of your teams. She gave one month notice instead of the usual two weeks. Once you stay for a year (one busy season), you have a good idea if auditing is what you want to do. Good time to assess. If you don’t want to do accounting, I wouldn’t stay longer than year. You can get your CPA after one year of experience.

CN: Do you think there’s any validity to the conventional wisdom that staying until manager will give access to more or better opportunities?

JC: It didn’t really have impact on salary. I have friends that stayed until senior manager that are making the same as me. Once you have a Big 4 name on your resume, that carries plenty of weight. I’ve seen people leave at the senior associate level become CFOs so that is not a hindrance.

Mandy: There is validity if you want to become partner in public or go be a controller in private accounting. If you don’t have an interest in those routes, you don’t really need to stay.

Marc: They say if you stay until manager you can get managerial positions in other companies. I don’t know anyone personally who has gone from audit manager to another manager level position not in accounting. It seems like you actually have fewer choices once you are manager. For that reason, you have to make the change early. I’m a rare species who knows software engineering AND accounting versus other people who stay and just know accounting. Better early in your career to try diff things out while you have the chance.

CN: When you first joined your firm, how long did you think you would stay?

Mandy: I thought I would stay three years until I became a Senior. I was up for early promotion so that made it even harder to leave. You basically plateau in how much you can learn if you don’t want to be an auditor.

Marc: When I first joined, I didn’t know if I wanted to stay until partner or quit the next day. The first year was very hard because I was at the bottom of the pecking order. My 2nd year, I felt a lot better about staying longer. But the reason I decided to make the change was because there was zero work-life balance and it didn’t feel like a very sustainable career.

JC: Maybe three, four years. Goal #1 was to get hours in for CPA and then figure it out from there. Going to back to back busy seasons wears you down.

CN: Now that you’ve moved on to a career at FloQast, what happened that you didn’t expect?

Marc: I didn’t expect [to be] able to use my accounting knowledge as an engineer, but it obviously makes sense at a company like this.

One of the questions I asked during my interview was about the work-life balance. I didn’t know what to expect because PwC brainwashed me that that doesn’t happen in real life. I would go for months without having a weekend off. I was told that was going to happen [at FloQast] but I didn’t believe it until it started happening (it was a pleasant surprise).

I also didn’t expect the engineering process to be as similar to the audit process as it is. Didn’t expect a lot of intangible skills to translate to this position such as planning and communication, trust but verify — when you do code review, you can’t expect it’s going to work.

JC: I didn’t expect to go home before the sun went down.

I never thought I would be doing this type of work where I am talking as much as I talk, engaging with [clients]. As an accountant that was the toughest transition for me. My conversations as accountant [were] giving people status updates. Now I don’t have as much structure to my day — days are unpredictable. Having freedom to fill my day with something I consider valuable.

Mandy: I didn’t expect to be managing a team as quickly as I did. There is so much opportunity in this company and in the software space in general. You have the ability to prove yourself, in general, more than anywhere else. At PwC, if you work really hard you aren’t really rewarded, except with more work. Everybody gets 8-12% raise no matter how hard they work.

When talking to prospects, I get a lot of respect for working at PwC and quickly build rapport with clients because of my knowledge about the close and accounting in general.

CN: What is the most valuable piece of advice you received AFTER leaving Big 4 that you wish you had learned when you first started your career?

JC: I wish I had been more open to getting experience in different industries versus focusing on one because that gives you so much more instead of being pigeon-holed. Big 4 firms can really give you that experience. You should take advantage of that. I was trying to focus on only entertainment.

Mandy: You are going to work a lot harder when you are happy and passionate about what you are doing. I couldn’t see myself being super excited about auditing. Now, I’m excited come to work and perform better, and it’s evidenced by working here and people around me.

Marc: You can’t sit around waiting for a cool opportunity to show up and a lot of people at Big 4 wait around. If you stay, you will definitely have a good career, but it will be a good career in public accounting. FloQast is an exit from the Big 4 where you can leverage a lot of your accounting knowledge, so this is a very good opportunity for people looking to make a switch and this is the right time to do it as it’s very early in our company.

CN: Mandy, how was the transition from being an auditor to sales? Was it intimidating at first?

Mandy: I think it’s really intimidating going from profession where you are hiding behind a computer, but you learn quickly how rewarding it can be. What’s also intimidating is learning how to be persistent which is a requirement in a sales role. You learn a lot of that work ethic from PwC or any other Big 4 because it’s so competitive.

CN: Marc, how did your transition happen? What is your story, how did you get interested?

Marc: I had always sort of wanted to do software engineering. I studied math and accounting in college, so I had done a little, and by the time I was leaving college I was committed to accounting (I had a job lined up), didn’t want to take more time to study engineering. Once I was working at PwC and realized I didn’t have a good work-life balance and the day to day could get very frustrating, I was considering what else can I do, and engineering was the first thing to come to mind. I spent a few months studying JavaScript on my own and talking to friends about how to break into the industry. From what I gathered was I probably need to go to coding school for three months, so I spent some time practicing for the entrance exam and one I got into the coding school. Then, I had a decision to make (I was still at PwC) and a few weeks after I quit my job, went to coding school, and applied to work here.

CN: Do you think accounting experience helped you with your career in engineering?

Marc: Definitely yes. In audit, you have a lower level employee do all work, followed by a higher level review, and that’s the same structure as engineering. One of the most frustrating parts is doing lower level work and your manager rips it to shreds even though they told you to do it that way. You get very used to asking questions upfront and making sure you know what you are doing. Trust is important. If you submit work that’s bad the next time they are going to assume that you have a lot of mistakes. You need to prove yourself and do a lot of things right so that people trust you. Public accounting very much trains you — if you are putting your stamp of approval on something, people are going to judge you based on the quality of that work. It’s your professional reputation that’s on the line.

CN: JC, what did you learn in accounting things that prepared you for a sales role?

JC: I think I managed a lot of the close process in my last role and having to report those results to higher levels. Understanding that management is not interested in the details, just the bigger picture.

In general, that teaches you to give people information that adds value. Being respectful and mindful of people’s time. Understanding your audience and being straight to the point. If someone who is extremely busy is giving you their time, you better make it worth it. People appreciate transparency and honesty, and that can help make you a better salesperson. Integrity goes a long way – you have to earn people’s trust.

Are you a Big 4 alumni or looking to transition out of the Big 4 life?

Check out these current openings at FloQast, a close management software company built by Big 4 alumni to manage the month-end close faster and more accurately.

Senior Product Marketing Manager (Remote)

Senior Accounting Specialist (Los Angeles, Calif.)

Senior General Ledger Accountant (Los Angeles, Calif.)

Senior Accounting Specialist (Columbus, Ohio)

Image: iStock/tuk69tuk

The post Think You Need to Stay in Big 4 Until Manger? Think Again appeared first on Going Concern.

from Accounting News http://goingconcern.com/big-4-manager-floqast-inchan-sponcon/

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strdmdetour-blog · 7 years ago

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SATU

“Ibuuuu!!”

“Apaaaa?”

“Ibu mah tega banget ih ini udah hampir jam 6 pagi aku kok nggak dibangunin?” ujarku sambil grasak grusuk berusaha keluar dari bebatan selimut yang entah mengapa pagi ini terasa sesak sekali.

“Ibu udah bangunin tadi,” jawab Ibu sekenanya sambil mengintip dari pintu kamarku.

“Emang banguninnya gimana? Nggak kedengeran sama sekali,” balasku sambil tergopoh-gopoh berjalan menuju kamar mandi didalam kamarku.

“Tadi Ibu teriak dari dapur,” kata Ibu, tidak bergerak dari tempatnya. “terus perasaan ada yang jawab. Jadi Ibu kira udah bangun."

“Denger aja nggak, Bu,"

“Lagian kamu udah tua, juga, masih aja ngandelin Ibu kalau bangun pagi,” lanjut Ibu sambil berjalan meninggalkan kamarku.

Aku segera menyambar sikat gigiku, mengeluarkan pasta gigi sekenanya dan menyikat gigiku dengan terburu-buru.

Si Ibu mah tega bener anak sendiri dibilang udah tua. Padahal baru umur 26.

26 Lho.

Yah lumayan lah nggak tua-tua banget.

Sedikit tentang Ibu, 2 bulan yang lalu Ibu baru saja pensiun dari pekerjaan terakhirnya di salah satu Bank BUMN di Jakarta. Setelah pensiun, pekerjaan Ibu sehari-hari adalah pengajian, bersih-bersih rumah dan berkebun. Sepertinya berkebun adalah hobi Ibu yang selama berpuluh-puluh tahun tak tersalurkan. Akibatnya sekarang, setiap pagi setelah menyiapkan sarapan, Ibu pasti nongkrong di kebun. Entah nyiram, memotong daun-daun yang menguning, atau apa saja yang jelas dilakukan di kebun.

Tin Tin!

“Kashaaa! Pak Yayat sudah datang tuh!” teriak Ibu dari luar rumah.

“Yaaaaa!” jawabku juga sambil berteriak dari kamar. Aku menyambar tas Longchamp warna biru donker andalanku, memasang kacamataku dan segera menuruni tangga menuju dapur untuk berpamitan pada Ibu dan tentunya menyambar setangkup roti yang pasti sudah Ibu siapkan setiap aku berangkat ke kantor.

“idih teteh! Itu rambut nggak mau lo sisir dulu sebelum berangkat?!”

Adikku, Azka, tampak hampir tersedak roti yang dimakannya ketika menatapku yang lewat di hadapannya.

Dengan tatapan jijik.

“Diam kamu laki-laki kotor,” jawabku sekenanya. “mandi sana,”

Entah karena puber atau apa, bocah kurang ajar ini hobi sekali berkomentar miring mengenai apapun yang aku pakai, yang aku lakukan, yang aku makan, semuanya. Seeeemuamuanya. Bahkan ia pernah mengomentari benang yang mencuat dari kancing bajuku. Sungguh aneh.

“Bu, berangkat,” aku mengulurkan tangan untuk mencium tangan Ibu, sementara tanganku yang satu lagi sudah siap dengan roti.

Ibu mengulurkan tangannya.”Kamu nggak mau nyisir atau catok rambut dulu?” pandangan Ibu tampak shock.

Dan dia mengulangi pertanyaan adikku.

Duh.

Aku menggeleng. “Nggak keburu. Daaaah,”

Aku setengah berlari menghampiri Pak Yayat, tukang ojek langgananku yang setiap pagi mengantarku ke halte bis.

“Telat bangun, Teh?” ujar Pak Yayat dengan wajah ramahnya.

“Hehe.. Iya Pak, biasa. Bapak kayak nggak tau aja,” aku menyeringai. “Yuk Pak,”

Pak Yayat mengangguk kemudian segera menjalankan motornya.

Aku menyisir poni ku seadanya dengan jari. Yah, terpaan angin di ojek bisa lah, aku anggap hair dryer.

Roti yang ku kunyah sepertinya juga sudah pasti terkontaminasi polusi mobil-mobil tapi ya sudahlah daripada lapar.

“Makasih Pak,” aku menyerahkan selembar uang sepuluh ribu pada Pak Yayat sambil membenarkan posisi ritsleting tasku.

BIS KU!

Teriakku dalam hati sambil berjalan-setengah-berlari menghampiri Bis berwarna hijau yang tampak penuh.

Aku menjejakkan kaki di pintu Bis yang masih berjalan, kemudian berjalan masuk, pandanganku fokus menyusuri jejeran kursi. Jangan sampai ada satu kursi pun yang terlewat. Tidak mungkin di tengah ke-teler-an ku akibat bangun dengan kaget tadi pagi, aku masih harus berdiri sepanjang jalan menuju kantor.

Ada kursi Kosong!!

Yes!

Dan disinilah aku, duduk terhimpit diantara seorang mbak semok dan dan bapak yang tampaknya sangat sibuk dengan percakapan di telepon. Dua detik aku duduk, setelahnya aku nggak ingat apa-apa lagi.

***

“Gue dari disuruh cari CFO, sekarang sampai disuruh cari pool attendant juga?!” aku merutuk kesal begitu mendapatkan e-mail yang berisi Employee Requisition Form, atau formulir permintaan karyawan, dari department property management salah satu Apartemen mewah milik perusahaan tempatku bekerja.

Aku bekerja di sebuah perusahaan swasta lokal yang bergerak di bidang property development. Anggabaya property group namanya. Kebanyakan property kami memang pasarnya adalah high end market, dari mulai apartmen, sampai mix use buildings. Aku sendiri ada di departemen HR, tepatnya Talent Acquisition. Yah, rekrutmen lah nama umumnya. Atau bisa juga dibilang sebagai pembantu umum.

Kenapa?

Yah, title boleh lah Talent Acquisition. Tapi pekerjaan yang aku handle juga termasuk company events, employee engagement events, dan project-project HR lainnya. Reporting line sesuai organization chart sih ke Talent Acquisition Manager, tapi “dotted line” atau secara tidak langsung juga ke HR project Head.

Well, nasib jadi akar serabut kadang memang harus begitu.

Hik.

Untung bos ku baik-baik orangnya.

“Mereka nggak mau kasih ke outsourcing aja?” timpal Sulli, bos ku dari balik kubikelnya.

“Nah itu dia Ci, waktu itu kan aku udah saranin supaya yang level itu paka outsource aja, dan biar property management aja yang handle supaya nggak ribet. Tapi nggak tau tuh. Keukeuh aja maunya proses sendiri. Sebel banget. Nambah kerjaan aja,” keluhku sambil membaca requirements dari “pool attendant”.

Tim Talent Acquisition (TA) kami terdiri dari 3 orang. Sullianti Wijaya, yang biasa kupanggil Cici Sulli, head of Talent Acquisition, perempuan keturunan china (literally, karena maminya bukan WNI) berusia 33 tahun, baru saja menikah 2 bulan yang lalu, look nya sangat sophisticated dengan kulit putih bersih, rambut lurus sempurna, rok span hitam dan high heels minimal 9 cm setiap harinya. Kemudian aku, dan terakhir ada Jessica Tanudjaja, biasa kupanggil Jessi, sebagai Admin support kami. Jessi gadis manis berwajah oriental berusia 23 tahun ini berkulit putih pucat seperti hantu, berrambut lurus kemerahan sebahu, dan berperilaku super manis seperti anak kucing.

“Cici mau Cheetos?”

Jessi mengintipku dari kubikelnya yang terletak disebelah kubikelku sambil menjulurkan sebungkus Cheetos rasa jagung bakar.

Aku mengangguk bersemangat sambil meraup sejumput Cheetos dan menaruhnya di tissue. “Oh ya Jess, nanti aku kirim detail roles & responsibilitiesnya terus kamu tolong post di job portal yah,” lanjutku sambil mengunyah Cheetos.

“Oke Ci,” Jessi mengangguk kemudian kembali merapatkan diri ke mejanya.

“Sent yah cintaku,” ujarku tanpa berpaling dari laptop.

“Okeeey,” sahut Jessi lagi.

Dedek manis yang satu ini memang Cuma berbeda 3 tahun denganku, tapi entah mengapa setiap aku meminta dia untuk memanggilku dengan nama saja, dia keukeuh sumeukeuh memanggilku dengan panggilan “Cici”. Nggak enak katanya kalau panggil nama.

Bukan Kakak, bukan Teteh, Tapi Cici.

Janggal sih. Tapi yah biarkan lah.

“Kashaaaa,"

“Tidaaaakkk!!!” jawabku otomatis ketika mendengar suara Bu Raya, HR project head, memanggilku dari jauh.

Ibu ku yang satu ini, baiknya bukan main. Despite being a Director, she is very humble, friendly and helpful. Sama sekali nggak seperti direktur yang banyak ada di tv ataupun film yang biasanya angker dan kaku. Interaksi denganku sangat santai, tapi di sisi lain juga tegas dan disiplin. Di satu sisi aku bisa jadi anak buah yang terus bertanya, terus curhat dan malas kerja; tapi di sisi lain aku harus jadi project coordinator yang structured, bisa think through dan meet semua deadline yang kami sepakati bersama, sekaligus colleague yang bisa diajak brainstorming.

Surprisingly, aku sama sekali tidak tertekan ketika diberi tight deadline oleh bu Raya, dan juga tidak merasa terintimidasi ketika diajak diskusi dan bertukar pikiran. That what makes me really happy doing projects with her. Walaupun habis meeting sama beliau pasti keluar ruangan kepala rasanya berasap. Tapi aku senang J

“Kamu nih ya, baru dipanggil langsung tidaaaak gitu jawabannya,” timpal Bu Raya sambil menarik kursi bakso dan duduk di sebelahku.

Seperti yang kubilang tadi, Bu Raya sangat humble, sampai-sampai untuk diskusi pun seringkali dia yang langsung menghampiriku.

“Ya abis Buuu, saya setres duluan ah, kalau Ibu yang manggil. Suka ada berita buruk,” keluhku lagi sambil manyun.

“Enak aja, emang saya malaikat pencabut nyawa atau gimana sih,” timpal Bu Raya. “anyway, saya mau update kamu soal sharing session itu lho,”

“Tuh kan, Bu. Saya nggak siap nih dengernya,”

“Orang berita bagus kok, drama amat sih kamu,”

“Oh, hahaha maap. Gimana bu?”

“Jadi, proposal kita supaya acaranya diundur akhirnya di approve, ke akhir bulan ini,” jelas Bu Raya. “jangan senang dulu,” lanjutnya lagi ketika melihat wajahku yang sumringah siap meledakkan petasan rentet.

“Oh iya maap, Bu,”

“Pak Halim mau kita leverage invitees nya. Sebelumnya kan kita hanya invite untuk emerging talents headoffice aja, sekarang, dia mau kita leverage juga ke site,”

Pak Halim, CEO kami, memang hobinya memberi ide di tengah project yang sudah berjalan. Terkadang bahkan di project yang hampir rampung. Kadang bagus, kadang ngeselin. Untuk kasus ini, lumayan ngeselin.

“Any concerns?” Tanya Bu Raya.

Aku menggeleng.

“Oke kalau begitu,” Bu Raya bangkit dari duduknya. “Cool?”

“Cool Bu,”

Bu Raya kemudian mengangkat kursi bakso dan mengembalikannya ke tempat semula. “send the invitation to all participants by today ya Sha,” lanjutnya sambil berjalan menjauh. “Oh, jangan lupa invite Bu Retno dan Pak Halim lho, kalau kamu lupa invite di calendar, bisa-bisa jadwal mereka berubah lagi!”

“Iya Bu..”

“Si Ibu bener-bener deh, udah kayak di rumah aja ya Ci, teriak-teriak sambil jalan,” komentar Jessi sambil terkikik. “mau Cheetos lagi?”

Aku menggeleng sambil ikut tertawa.

Satu hal yang membuat aku bete dengan Jessi. Dia bisa tidak berhenti mengunyah berbagai macam snack tanpa bertambah berat badan!

Dunia sungguh tidak adil.

Anyway, let’s send the invitation.

Aku kemudian mulai mengetikkan nama-nama di calendar invitation dengan tatapan agak jereng. Yah mohon maklum, kemampuan administrative ku memang kurang baik. Jadi kegiatan memasukkan e-mail addres dari list nama2 di excel file saja sudah cukup menyiksa buat ku.

“Okay, sent!” ucapku setelah mengetik tombol send di calendar invitation.

“Ada yang mau aku bantu nggak Ci buat sharing session nya?” Jessi kembali muncul di partisi antara kubikel kami. Masih mengunyah.

“Paling aku mau minta tolong kontak si catering nya aja Jess, konfirmasi tanggal kita. Fixed untuk tanggal 27 November ya,”

“Syiip,” ucap Jessi ringan sambil kembali menatap laptopnya, dan mengunyah.

Ting!

Tiba-tiba pop-up chat room kantorku muncul.

Pandu Martadiprana

Project Manager – Residential

I am available

Pandu Martadiprana

Sharing session ini buat apaan sih Sha?

Kasha Radinka

Biasa, kita kan tiap 6 bulan sekali bikin sharing session antara Shareholders, CEO sama emerging talents kita

Buat brain storming new ideas, macem-macem

Pandu Martadiprana

Lah terus kenapa gue diinvite?

Kasha Radinka

Lah kan ya elu part of our emerging talents

Pandu Martadiprana

Wih, gue masuk emerging talents?

Kasha Radinka

Lah emang lo ga sadar?

Kan beberapa kali lo di invite sharing session with CEO & Shareholders

Pandu Martadiprana

Oh iya sih

Terus gue disuruh ngapain?

Kasha radinka

Ya dateng aja, duduk, diskusi

Jawan-jawab kalau ditanya

Sekalian kenalan, kan ada beberapa dedek-dedek Management Trainee yang baru tuh

Pandu Martadiprana

Wiih dedek-dedek

Mantep

Sip lah gue dateng

Kasha Radinka

Dasar om om gatel

Pandu martadiprana

Hahahahaha kampret

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