Veronique Derycke on her two decades at delaware and CFO role

Having been with delaware, an international business and IT consultancy, for over 20 years, Veronique Derycke knows the company inside out. In conversation, she reflects on her two decades with the Belgian group and shares her insights on the role of finance in a fast-growing organization.

Commitment and team spirit

“Commitment is the keyword,” says Veronique. “At delaware, we don’t work task‑based, but with responsibilities at every level. Autonomy is a core value, but that doesn’t mean people are on their own. There’s strong collaboration between local teams and the global organization.”

The idea is that employees at the consulting firm take ownership of their work while also getting the support they need. That requires the right balance between freedom and structure. “We invest a lot in mentoring and coaching, so everyone knows how they can add value.”

Specialized teams

When Veronique started in 2004, delaware was a company of 125 people. Today, that number has grown explosively to around 5,000 worldwide. With that growth, her role changed. “In the beginning I did finance, fleet, HR, and insurance. But as the company got larger, we were able to hire specialists for specific domains.”

Compliance is another aspect that’s today under her responsibility. “It was hardly an issue before, but now it’s indispensable.”

The biggest change is how finance is integrated into business operations: “Previously finance was a support function; now we are a strategic partner for the business. We not only provide the numbers, but also insights and risk management.”

Within finance, delaware recently adjusted its structure: “Where previously each country had a ‘jack‑of‑all‑trades’ who handled everything, we now work with specialized teams. For young finance professionals this offers advantages. They often work part‑time in two different streams. That gives them a chance to discover where their strengths and interests lie. Furthermore, this structure makes it possible to share best practices internationally.”

The human factor in finance

Beyond hard finance skills, team complementarity is crucial. “Too many ‘blue’ profiles and you get lost in the details. Too many ‘red’ profiles and you miss nuance. A mix of styles makes a team stronger.”

Veronique also believes in motivation as a driver: “People need to enjoy their job. Every year we hold an off‑site where employees can express what they want to improve and develop further. That leads to more engagement and better results.”

Another critical element is continuous training: “The world of finance is changing rapidly. People must keep developing, both technically and in soft skills.”

The future of finance

Asked about the future of finance, Veronique emphasizes the need for integration and collaboration: “Finance must not be an ivory tower. General accounting is the foundation; everything beyond that must be in dialogue with the business. An important challenge is to ensure finance functions as a catalyst for growth.”

"We must not only control risks, but also spot opportunities: How can we work more efficiently? Where can we save? Which investments are strategically the smartest? In short: the CFO is no longer just an accountant, but also a strategist and a navigator who helps steer the right course.”