Csilla Torma is a seasoned finance executive with nearly 30 years in telecommunication who recently served as Director of Finance (CFO) at Deutsche Telekom Global Carrier in Budapest. Csilla has built an impressive career marked by strategic leadership and a passion for talent development.

This interview offers an in-depth look at Csilla’s professional journey; she shares insights that go beyond balance sheets, delving into the art of leadership in the digital age.

• What inspired you to pursue this career path?

I was selected for specialized mathematics classes in primary and secondary school, challenging me beyond the standard curriculum.

My uncle was an accomplished mayor of a prominent county seat, and his talks of financial triumphs and leadership ignited my fascination with economics.

At the University of Economics, I immersed myself in various subjects: advanced mathematics, statistical analyses, financial models, and strategic business management. But what truly captivated me was our access to powerful computers — a rarity at the time.

• Reflecting on your impressive career, what milestones stand out most?

My career began in 1994 at a joint venture between Deutsche Telekom and Ameritech International.

(now AT&T Teleholdings). For 14 years, I was involved in transforming Hungary’s national telecom provider into a competitive market leader. This period was marked by extensive knowledge transfer and collaboration with the owners and the Hungarian top management. Together with the CEOs, I coordinated hundreds of American and German experts by overseeing high-level projects across all business functions, from technology, marketing, and sales to finance, HR, and legal affairs.

One of my key achievements was building the company’s finance function from scratch. This involved

developing accounting policies, establishing reliable relationships with financial institutions and

regulatory bodies, implementing reporting systems, and ensuring the smooth operation of all financial processes. My efforts contributed significantly to bringing the company’s vision to life, particularly during the challenging market liberalization and T-branding phase.

In 2003, I enabled a shift of focus to Deutsche Telekom’s International Wholesale business expansion.  

This initiative leveraged Hungary’s nearshoring advantages by recruiting top-tier local and international talent. We developed global connectivity solutions, serving DT’s international affiliates and external customers worldwide with a comprehensive portfolio that includes voice and mobile services, internet and content delivery, access and transport solutions, and innovative in-flight connectivity.

As the leader of the Finance and Shared Services Unit, I oversaw multiple functions, including

Finance, HR, IT, Compliance, and Privacy. I am also committed to managing diverse teams, conducting external benchmarks, and developing new business models. Throughout this journey, I reported directly to the CEO and the Ownership Body while focusing on delivering exceptional end-to-end customer experiences.

• Can you share a particularly tough obstacle you faced and how you navigated it?

Facing challenges, I often reflect on Einstein’s wisdom: ’’ You cannot solve a problem with the same mind that created it.’’ This perspective helps me broaden my view, understand root causes, and develop innovative solutions.

I successfully negotiated the local frame agreement of the GTS acquisition. However, we faced an unexpected hurdle in the HR stream. Enticed by generous severance packages and gripped by uncertainty, key employees left. This threatened to derail the entire integration process.

Faced with this crisis, I sprang into action; I mobilized support from partners, tapping into their

resources and -expertise. I established a specialized assessment center to evaluate potential recruits

quickly and led by example, working extensive overtime alongside other leaders while implementing

rapid onboarding and training plans.

Within just two weeks, we had successfully replaced the lost workforce and put the integration back on track. This experience crystallized the importance of creating an environment of psychological safety to enable fearless execution during times of change.

• How do you cultivate talent development?

My approach to nurturing talent is:

1. Having a Vision and Purpose
2. Focusing on Skill Expansion
3. Enhancing Reliable Employer Brand
4. Creating a Personalized Approach
5. Maintaining Open Communication
6. Strategic Executive Engagement
7. Leading by Example
8. Talent Mobility
9. Employee Recognition and Competitive Compensation
10. Emphasis on Innovation Culture
11. Promoting Physical and Mental Health for Longevity

I’m proud of supporting former trainees who now hold positions such as Head of Sales and Head of

Sales Support in our global business. Additionally, through our International Talent Program, I’ve

facilitated exchanges that have led to leadership roles, such as the Head of Solution Center Mobile/

Nordics.

• What is the future of finance leadership, particularly within the telecommunications sector?

Finance leaders now drive business strategies alongside executives, expanding beyond traditional financial management. Their role now includes integrating sustainability practices and responsible risk management, adding complexity to traditional finance functions.

For telecom providers, the focus is on maximizing network potential and creating customer-centric

solutions that ensure reliable, scalable services. This requires human-centered technology, digital ethics, security, data-driven decision-making, and predictive analytics.

Finance leaders must focus on long-term value creation, anticipate trends, and provide scenarios for smart business choices. Collaboration across departments and industries is vital. The key priorities include modernizing infrastructure, building partnerships, and adapting quickly to change without sacrificing accuracy.

• What advice would you offer those aspiring to follow in your footsteps and reach leadership

financial roles?

My advice would be:

1. Embrace continuous development and curiosity with a forward-thinking mindset to tackle challenges and drive meaningful change creatively, focus on impact over position, and consider the whole ecosystem.
2. Build solid and trust-based relationships with executives and key talent, recognizing that crucial decisions are often made in your absence.
3. Invest in cross-functional education to foster a common organizational language and communicate plans that inspire and offer actionable solutions.
4. Engage in development programs that balance technical skills, empathy, leadership, and customer experience. Mentor, coach, and influence outcomes.
5. Master data-driven tools AI and collaborate to envision and build a better future for all.