Lintberg in gesprek met... Matthew Brady

Matthew Brady has been with MSF (Médecins Sans Frontières, or Doctors Without Borders) for nearly ten years and was recently promoted to Director of Finance & Business Operations. His promotion followed an intensive selection process, guided by Lintberg. Originally part of the interview committee, Matthew had not applied himself, as the role was initially defined too broadly and seemed beyond his scope. However, as several internal alignment sessions helped refine the position’s focus, he felt increasingly drawn to the opportunity.

Over the course of several months, candidates from all over the world were considered, while Matthew challenged himself to prepare for this next step. In the end, the best candidate was found closer to home than expected.

Leading with purpose. Read his inspiring story.

You made the decision to leave your career in music behind and move to Ghana. What sparked your interest in finance?

Music was my first passion. I’ve been a lifelong musician, playing piano and guitar, and performing regularly in bands. My interest in finance broadened during my studies in political science at the University of Minnesota. A summer semester in Ghana, my first time abroad, proved to be a pivotal moment. This experience transformed my view of finance. Not as a means of accumulating wealth, but as a powerful tool for creating impact.

How would you describe your career path so far? Which steps have contributed the most to your professional development?

My career path has been anything but conventional. I've always followed my passions, balancing creativity with structure and detail. Many see music as purely creative and finance as purely analytical, but in reality, music requires discipline, structure, and precision. These qualities have shaped my approach to finance.

Coming from a music background, I’ve learned to navigate ambiguity and think beyond rigid frameworks. This perspective has been invaluable in finance, especially when working across different teams. Rather than viewing finance as an isolated function, I see it as a bridge connecting different parts of an organization.

What drives you in your work?

Curiosity has always been the driving force behind my career. I thrive in dynamic environments where I’m constantly learning and being challenged. I want to stay engaged, explore new ideas, and continuously grow. This role has been particularly rewarding because it has exposed me to so many different aspects of business: people, culture, organizational struggles, and strategic decision-making.

I’ve had the opportunity to travel, gain firsthand insights into diverse teams, and develop a deeper understanding of the challenges they face. The ability to access new perspectives and contribute to meaningful solutions has been incredibly fulfilling.

"This role has been particularly rewarding because it has exposed me to so many different aspects of business: people, culture, organizational struggles, and strategic decision-making."

What are the biggest challenges in your new role as finance director?

Stepping into an executive role for the first time presents a significant transition, even after being with the organization for many years and understanding how things work. This role requires not just financial expertise but also strong soft skills—consulting with departments, advocating for the finance domain, and bridging the gap between finance and the broader organization.

With a global workforce of 12,000 people, including 450–500 staff in Amsterdam, ensuring alignment and keeping everyone moving in the same direction is a complex challenge. A key focus is developing my voice within the executive management team and identifying the areas where I can contribute most effectively —particularly in finance, technology, and supply chain, from field operations to headquarters. Risk identification and mitigation are also strengths I bring to the table, but integrating these into executive-level decision-making takes time to refine.

Were you fully aware of your competencies?

During the selection process, I completed the Harrison Assessment, which helped highlight both strengths and areas for development. It confirmed that I am a proactive self-starter who thrives on challenges, but also revealed a preference for flexibility over structure and repetition. While processes and frameworks are necessary, I rely on my strong team to balance different skill sets. Additionally, I have a tendency to overcommit, and a key focus for me is learning to set clear boundaries to ensure a sustainable workload.

What do you believe are the most critical qualities for a leader in a global organization like MSF? How do you cultivate those qualities in yourself and your team?

I believe the most critical quality for a leader is the ability to learn continuously. The complexity of our work means there will always be situations where we don’t have all the answers. Cultivating curiosity in ourselves and in our teams is essential. Leaders must be comfortable with uncertainty, open to new perspectives, and willing to challenge existing ways of doing things.

Equally important is fostering an environment where people feel safe to make mistakes and grow. I believe in being frank about what I know and what I don’t. This openness encourages trust and creates a culture where learning is embraced rather than feared. Being solutions-oriented is another crucial trait. The world is changing rapidly, and emerging technologies like AI, large language models, and AI agents will fundamentally reshape the way we work. As leaders, we need to rethink processes, adapt to new realities, and guide our teams through this transformation.

"I believe in being frank about what I know and what I don’t. This openness encourages trust and creates a culture where learning is embraced rather than feared."

Ultimately, leadership is about setting the right tone. One that values continuous learning, resilience, and innovation. By embracing these qualities ourselves, we empower our teams to do the same, ensuring we remain effective and forward-thinking in an ever-evolving landscape.

What is your leadership philosophy, and how has it evolved throughout your career?

Throughout my career, I’ve led teams as well as taken on individual contributor roles, which has shaped my perspective on leadership. I currently oversee finance, facilities, and project management—around 50 people, with hundreds more globally connected to these domains. These departments are enablers, supporting the organization’s core mission. My leadership approach is centered on ensuring that those in the driver’s seat have what they need to succeed while continuously challenging ourselves to improve. The world is changing, technology is evolving, and we must stay adaptable.

Early in my career, working in Chad, the Central African Republic, Congo, and South Sudan, I faced complex challenges that tested my leadership style. Over time, I’ve learned that while structure and strategy are essential, leadership is fundamentally about people. I value trust and the relationships I build. Many people I work with are intrinsically motivated and deeply committed to making a difference. They don’t need to be micromanaged; they need support, understanding, and an environment where they can thrive.

I believe in keeping things light where possible. The work we do can be intense, and the world can be heavy. If we can bring some joy into our work, we all perform better. My goal is to foster a culture of continuous improvement while helping people love what they do. When we create an environment of trust, purpose, and positivity, we unlock the best in ourselves and in our teams.

How do you inspire teams to perform at their best in high-pressure environments?

Working in some of the most high-pressure environments, including wars, disease outbreaks, and natural disasters, creates a natural source of inspiration. Our teams are directly involved in saving lives, and that mission serves as a powerful motivator. As a leader, my role is to ensure that people remain connected to that purpose, even when they are deeply engaged in operational details.

One of the greatest challenges in fast-paced settings is maintaining perspective. When everything moves quickly, it is easy to become absorbed in the details and lose sight of the broader mission. My responsibility is to help teams balance these two perspectives—staying focused on immediate challenges while keeping the larger purpose in mind.

"One of the greatest challenges in fast-paced settings is maintaining perspective. When everything moves quickly, it is easy to become absorbed in the details and lose sight of the broader mission."

By continuously reinforcing that connection, providing clarity, and fostering a shared sense of purpose, I help teams remain motivated, resilient, and able to perform at their best, even in the most demanding situations.

How do you ensure effective communication and coordination between headquarters, offices, and field operations?

Communication and coordination have evolved significantly. When I moved to the Netherlands in 2018, we were developing a strategy for 2020–2025, emphasizing communication technology. Our organization once relied on faxes and letters; today, integrated communication connects teams at all levels. However, maintaining autonomy is essential—field teams best understand their environments and need flexibility to adapt. Balancing structured communication with local decision-making is key.

The challenge is managing information overload. Speed matters, but clarity and prioritization are crucial. Technology helps, but effective coordination relies on well-structured meetings, clear agendas, and purposeful communication.

How do you stay ahead of emerging financial trends and regulations, and how would you ensure MSF remains compliant in an ever-changing global landscape?

The financial and regulatory landscape is evolving rapidly, especially as developing economies establish more mature regulatory frameworks. To navigate these complexities, we take a proactive approach—conducting extensive research and leveraging deep expertise across the many countries where we operate.

From our Amsterdam office alone, we manage programs in approximately 30 countries. Each program is supported by dedicated “desks,” which consist of advisors with specialized knowledge in compliance and regulations. These teams act as a critical resource, offering guidance and expertise to country programs and coordination offices, helping them anticipate and adapt to regulatory changes.

Compliance is not just an administrative necessity—it is fundamental to our ability to operate. Failure to meet financial and regulatory requirements can directly impact our access to certain regions, as we have experienced in the past. That’s why we continuously monitor shifts in financial regulations, political sanctions, GDPR policies, and anti-money laundering laws. To ensure MSF remains compliant, we work closely with audit partners who provide external oversight, while also reinforcing internal controls through frequent reviews and testing.

What advice would you give to professionals looking to take the next step in their careers?

In a podcast about chess, Magnus Carlsen was asked what helped him stand out in performance. He didn’t attribute his success to strict discipline but rather to passion. "You tend to be good at what you love," he said. Finding what truly activates you is key. If you’re only in it for status, it won’t carry you through the difficult moments. Uncover your "why"—once you do, everything else flows.

"Finding what truly activates you is key. Uncover your "why" — once you do, everything else flows."

Another crucial lesson: don’t wait for a promotion or an invitation to step up. Many people hold back, expecting to be given opportunities. Instead, start contributing where you see gaps. Leaders and managers will take notice. Proactively taking on challenges has been one of the most valuable strategies for career growth.

If you could share one piece of advice with your younger self at the start of your career, what would it be?

I often find myself reflecting on the inverse of this question—What advice would my younger self give me now? Looking back, my younger self had a strong clarity of purpose, and I want to carry that forward with me. I was fearless, driven, and full of enthusiasm, and I ask myself now: Am I being the person I want to be? I don’t want to let the challenges I face dull my energy. I want to preserve that freshness in myself, that passion I had when I started out.

If I could give advice to my younger self, it would be: Don’t be afraid to dream big. Go out, explore the world, and see what’s out there. The world is vast, and the experiences you gain from stepping out of your comfort zone will shape your future in unexpected and powerful ways.

 

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