It’s not every day you meet a Chief Financial Officer (CFO) who starts a conversation by laughing about quarantine life, mentoring women across the globe, and proudly declaring, “Finance isn’t boring!”
But Claire Machin, CFO at Schneider Electric (Pacific), is anything but conventional. She’s on a mission to prove that senior leadership roles, particularly in finance, don’t have to look the way they always have.
With 20 years at Schneider Electric and two and a half years in the CFO seat, Claire’s career path has been shaped by resilience, opportunity, and a strong belief in the power of inclusion.
From a junior analyst in the UK to executive leadership in Sydney, her journey reflects not just personal ambition but a broader transformation in how organisations like Schneider Electric support women to rise in traditionally male-dominated sectors.
A finance career built on learning and change
Starting as a junior analyst two decades ago, Claire has steadily worked across departments, teams, and countries to reach her ultimate goal of becoming CFO. Since moving to Australia in 2020 (right in the middle of COVID), Claire has navigated international relocation, quarantine, and career transition and built a high-performing, diverse team across Sydney, the Philippines, and India.
“No two days are ever the same here. People think finance is boring, but it’s not. It’s full of challenges and learning opportunities. And I absolutely love leading my team.”
Claire currently oversees a team of 40 onshore and has dotted-line leadership over shared services in two international hubs. She says managing cross-cultural teams has been a key growth opportunity.
“You learn quickly that what works in Australia doesn’t always translate in the Philippines or India. You have to adjust your communication and approach, especially around feedback and leadership styles.”
Inclusion as a strategic priority, not a side project
For Claire, diversity, equity, and inclusion (DEI) aren’t just buzzwords or standalone initiatives; they’re embedded in every decision she makes as a senior leader. As a CFO, she sees DEI as a strategic business enabler.
“Our role in finance is to support the business to make the right decisions, and that includes allocating budget and resources to DEI initiatives,” Claire explains. “But beyond the numbers, it’s also about walking the talk. Being a visible female leader in a traditionally male-dominated field matters.”
One of the programs Claire is most passionate about is Schneider Electric’s internal sponsorship initiative for women in leadership. Each member of the executive team sponsors and mentors a woman identified as ready for the next step in her career.
“It’s not just mentorship, it’s active sponsorship. We’re investing time and support to help these women step into bigger roles. And that takes funding, planning, and genuine commitment.”
Claire also personally mentors three women globally, one of whom she’s worked with for nearly three years. Two have since been promoted, a testament to the impact of consistent, practical support.
“I’m a sounding board. Someone outside of their daily work who they can talk to about challenges, goals, and self-confidence. It’s confidential, consistent, and focused on their growth.”
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Meeting (and exceeding) diversity targets
Setting clear diversity targets is more than a numbers game. It’s a way to create accountability, drive meaningful progress, and embed equity into a business’s operations. When targets are backed by action, they help organisations measure impact, highlight areas for growth, and ensure underrepresented voices aren’t left behind.
Schneider Electric has ambitious global targets:
- 50% of new hires to be women.
- 40% of frontline managers to be women.
- 30% of senior leaders to be women by 2025.
Claire proudly notes that the Pacific finance team has already met—and in some areas exceeded—those goals.
“We’ve achieved that through a combination of training, mentoring, and education. It’s not just about hiring women. It’s about explaining why diverse teams make better decisions, and how that impacts performance.”
With an average employee tenure of nearly 10 years, Schneider Electric’s investment in inclusive culture and flexible policies is clearly paying off. She sees diversity as directly linked to financial success:
“When people feel valued, they’re more engaged. That leads to better retention, better decisions, and ultimately better business outcomes.”
Flexible policies that make a real difference
One of the standout initiatives for Claire is Schneider Electric’s gender-neutral parental leave policy, offering 20 weeks of paid primary caregiver leave and 4 weeks of secondary caregiver leave. She’s seen firsthand how this is shifting the narrative around care, work, and equity:
“In the last year alone, I’ve seen four or five men take the full primary caregiver leave. It’s such a game-changer, not just for families, but for normalising different ways of working.”
She also emphasises the importance of supporting people back into work through policy and flexible, responsive leadership.
“It’s not a one-size-fits-all approach. For some people, it means extended leave. For others, it’s about flexible hours or remote working. It’s about making work fit around life, not the other way around.”
Claire refers to this as “work-life blend” rather than balance. She says it’s a more realistic, human approach, especially in a hybrid working world.
“Being open and proud about our DEI efforts acts as a kind of calling card for new talent. It shows potential candidates what we value; if they share those values, they know they’re in the right place. In recent recruitment conversations, I’ve noticed more candidates asking about our DEI policies and flexible working options. People want to know how their values align with ours, and whether they’ll feel supported, respected, and happy here. And that’s exactly what we aim to deliver. Even though we’re a large global organisation, we work hard to treat each employee as an individual. That’s what makes the difference.”
Tackling bias and impostor syndrome as a leader
Despite progress, Claire acknowledges the finance industry still has work to do.
“I still go to CFO roundtables where I’m the only woman, or one of very few. And I still see unconscious bias show up, especially during appraisals or hiring decisions.”
That’s why mentoring and visibility are so important. Claire believes strongly in role models and practical allyship. Her approach as a mentor is both compassionate and pragmatic:
“There’s plenty of evidence that women often have less confidence in the workplace. And if you don’t have someone championing you or helping you see your own value, it can be really hard to move forward. With my mentees, it’s not just about chatting—it’s about taking action. I give them homework – think about your communication style, your career goals, and how you handle conflict. Go away, reflect, and let’s talk about it next time.”
Schneider Electric: A workplace where people want to stay
With 20 years at Schneider Electric, Claire is one of the company’s strongest advocates.
“People ask why I’ve stayed so long, and I say: because it’s like working for 20 different companies. We’ve evolved so much—from selling physical products to delivering integrated solutions and services. There’s always something new.”
She also credits the culture and values as a core component for why she’s stayed with the company for as long as she has, advising that Schneider Electric have definitely tapped into something that’s hard to replicate in other workplace cultures:
“When people feel like they belong, when they see leaders who look like them, when they’re encouraged to grow, that’s when the magic happens. And that’s why people stay.”
Claire’s story is more than a tale of career progression. It’s a powerful example of how finance leaders can drive meaningful cultural change while delivering results. Her advice for other companies?
“Make DEI part of your DNA, not a separate initiative. And invest in people as individuals. If you get that right, everything else follows.”
