{"id":8996,"date":"2011-12-01T05:00:00","date_gmt":"2011-12-01T05:00:00","guid":{"rendered":"https:\/\/business.cornell.edu\/centers\/2011\/12\/01\/running-strong\/"},"modified":"2026-07-14T18:18:49","modified_gmt":"2026-07-14T18:18:49","slug":"running-strong","status":"publish","type":"post","link":"https:\/\/business.cornell.edu\/centers\/2011\/12\/01\/running-strong\/","title":{"rendered":"Running Strong"},"content":{"rendered":"\n

Jon Moeller ’86, MBA ’88, CFO at Procter and Gamble<\/h2>\n\n\n\n
\"Running<\/figure>\n\n\n\n


Since joining Procter & Gamble twenty-three years ago, Jon Moeller has steadily climbed up the ranks. Now, as P&G\u2019s Chief Financial Officer, he is helping to guide the nation\u2019s 26th largest company through the worst economic downturn in eight decades.<\/p>\n\n\n\n

When Jon Moeller wants to unwind from his job as Procter & Gamble\u2019s CFO \u2014 he runs. And runs. And runs.<\/p>\n\n\n\n

He rises at 5 a.m. to pound the streets of whatever city he\u2019s in that day, whether it\u2019s Cincinnati, where P&G is based, or Paris, or Singapore. \u201cIt helps me relax and combat the ill health effects of constant travel and a traveler\u2019s diet,\u201d says Moeller, adding that it gives him time to think and organize priorities at work.<\/p>\n\n\n\n

\u201cI started running to get in shape for high school basketball,\u201d says Moeller. \u201cIt was also a way to get any peace and quiet or time alone in a family of eight brothers and sisters. But I never stopped.\u201d As CFO, Moeller needs the diversion that running offers. His job has a global reach and could eat up every hour of every day if he chose to let it. The sun never sets on P&G\u2019s global sales territory \u2014 180 nations where the company sells everything from Tide to Gillette razors to Pampers Baby Diapers. The job is especially difficult these days, with Middle Eastern upheavals, market volatility, and sovereign debt crises roiling the financial waters.<\/p>\n\n\n\n

As CFO, Moeller regularly deals with issues that include credit markets, foreign exchange, and commodities pricing. \u201cWith the current volatility, each area requires a concerted effort to manage, and each has a significant impact on our ability to deliver against our financial commitments,\u201d Moeller says.<\/p>\n\n\n\n

Pinpointing New Opportunities<\/h2>\n\n\n\n

He\u2019s paid to help craft solutions and to help the company seize opportunity in the midst of turmoil. \u201cWe market products in some 38 consumer categories. But in the average country in which we operate, we sell products in only 19 of those categories. And in some countries, it\u2019s just ten. The whole developing market dynamic creates massive opportunities to expand our portfolio and grow.\u201d<\/p>\n\n\n\n

Moeller also helped P&G to seize rock-bottom financing \u2014 a byproduct of the economic crisis. \u201cJon was very instrumental in locking in low interest rates when we had the opportunity to do so,\u201d says Bob McDonald, Procter & Gamble\u2019s chairman, president, and CEO. \u201cIn our most recent bond issue, timed to coincide with debate on the debt ceiling and the resulting interest in highquality corporate debt, we secured a historic low coupon rate.\u201d Those low rates help P&G lower its breakeven point, a crucial consideration when consumer spending is lackluster, and a second recession is a possibility.<\/p>\n\n\n\n

Moeller also worked on P&G\u2019s new strategy to offer products that will appeal to a broad spectrum of income groups. \u201cWe have this bifurcation in income,\u201d says McDonald. \u201cWe need a full portfolio of products to satisfy all those income groups. Otherwise you can get caught by surprises, depending on how the economy fares.\u201d<\/p>\n\n\n\n

Collaborative leader and devoted mentor<\/h2>\n\n\n\n

\u201cJon\u2019s a great leader,\u201d McDonald adds. \u201cHe\u2019s very smart \u2014 one of the smartest people I know. Yet he\u2019s also very collaborative. It\u2019s a rare combination in a leader to have incisive intelligence and the ability to collaborate. As a leader, you have to have patience with people who are not as smart as you, and he does a great job at that. There\u2019s no arrogance whatsoever.\u201d<\/p>\n\n\n\n

Moeller has the talent of listening well, making up his mind, then clearly telling subordinates what he wants, says Saurabh Saksena, P&G\u2019s manager for business planning simplification in the corporate finance division. \u201cHe\u2019s an extremely good communicator up and down the chain,\u201d says Saksena. \u201cHe was my boss in China and I learned a lot from him. When I had just started working for him, he called me in after I had given a presentation. He closed the door and told me first, that it hadn\u2019t gone well, and second, that he would work with me and train me how to communicate effectively. He cared enough that he gave me that kind of feedback when I needed it, and then he took the time to make me better.\u201d<\/p>\n\n\n\n

This degree of mentoring is expected at P&G. It recruits its employees right off college campuses and promotes from within. For that reason, the company rises and falls on how well today\u2019s leaders recruit and train P&G\u2019s future leaders. \u201cThis breeds real caring for individuals and their development. If we screw that up, we don\u2019t have a company,\u201d Moeller says. \u201cIf you look at how my performance is evaluated \u2014 it\u2019s 50 percent for my contribution to the business and the other 50 percent is based on how well the people I\u2019m responsible for succeed.\u201d<\/p>\n\n\n\n

\u201cI spend as much time working on organizational dynamics as I do on the business. When I was in China, I probably spent 80 percent of my time working on the organization. That was done to build what has become our second largest business venue after the U.S. If we hadn\u2019t spent time on the organization in the beginning, there\u2019s no way that would have happened.\u201d<\/p>\n\n\n\n

P&G\u2019s promote-from-within system also encourages and rewards hard work. \u201cI always knew that if I did the best job, if I grew the business and grew the organization, then the next job was mine to have,\u201d says Moeller. \u201cNo one was going to come in from outside the organization and take that job from me. That made me work that much harder because the link between contribution and success was so much clearer than in a system where anyone from anywhere could be hired in to do the next job.\u201d<\/p>\n\n\n\n

Global, Cross-Cultural Fluency<\/h2>\n\n\n\n

As Moeller moved through the ranks, his time in China proved a pivotal opportunity to develop as a leader, manager, and decision maker in a company that has increasingly looked outside the U.S. for growth. \u201cI remember him telling us how lucky he felt that he had this opportunity to travel and work outside the U.S., because he would learn things he didn\u2019t know,\u201d says Saksena.<\/p>\n\n\n\n

\u201cHe was extremely good cross-culturally,\u201d Saksena adds. \u201cI was from India. He had several Chinese managers. And there were other nationalities as well. He was able to work across the cultural differences.\u201d This skill, he adds, is extremely important in a global economy.<\/p>\n\n\n\n

\u201cIn his current role as CFO, his ability to communicate crossculturally is even more important now than it was then,\u201d Saksena says. For one thing, Moeller is operating on a much larger playing field. \u201cHe\u2019s dealing with investors, analysts, governments, and foreign partners around the world. And the global economy is more integrated than it was then.\u201d<\/p>\n\n\n\n

A Good Fit<\/h2>\n\n\n\n

Moeller\u2019s choice of P&G wasn\u2019t accidental. A classmate, who later became his wife, Lisa Sauer \u201987, MBA \u201988, persuaded him to look at the company after she had interned there. Moeller followed up with an internship and soon became enamored with the company as well. It proved a good choice for both of them; Sauer is now P&G\u2019s vice-president for global purchasing.<\/p>\n\n\n\n

Moeller picked P&G for several reasons. Part of it was the challenge. \u201cThe role of finance at P&G was much broader than at many other companies,\u201d he says. P&G also met his personal goals. \u201cThe purpose and values of the company were consistent with my own, which made it a natural fit. The purpose is to improve the lives of consumers in small ways every day. What would life be like without the products that P&G was providing \u2014 without diapers and detergent?\u201d<\/p>\n\n\n\n

P&G hired Moeller 1988 and moved him through 15 jobs before naming him CFO in 2009. \u201cThat variety was essential,\u201d he says. \u201cAnd it was intentional. To be an effective finance leader, it\u2019s important to understand all aspects of the business. It\u2019s how we approach the development of all our financial managers.\u201d He began as a cost analyst, looking for ways to save on ingredients used by the food and beverage division. Along the way, he also served as finance director in China for the laundry products unit, and as the company\u2019s treasurer.<\/p>\n\n\n\n

Several things helped prepare Moeller for his career. One was his Cornell education. Another was his father\u2019s belief that children should pay for their own college educations. \u201cHe felt we would take our academic pursuits more seriously if they were on our dime,\u201d says Moeller. \u201cHe felt it would be an experience that would help us to get serious and grow up a little bit faster, which it sure did.\u201d<\/p>\n\n\n\n

Moeller was able to do this by enrolling in Cornell\u2019s College of Agriculture and Life Sciences. He majored in biology with the intention of becoming an exotic animal vet, and paid his tuition by working summers at Sea World\u2019s Ohio center. But he also loaded up on business courses as an undergraduate. When push came to shove, he picked business, and stayed at Cornell for his MBA from Johnson. While there weren\u2019t many jobs for exotic animal vets, he says, \u201cThe business world was wide open.\u201d<\/p>\n\n\n\n

He and P&G have served each other well. \u201cFor me, he\u2019s an indispensible partner,\u201d says P&G\u2019s McDonald. \u201cI couldn\u2019t do without Jon. I feel very blessed to have him as CFO of the company.\u201d<\/p>\n\n\n\n

Doug McInnis writes about business and technology. He has written for The New York Times, Popular Science, and scores of other publications.<\/em><\/p>\n","protected":false},"excerpt":{"rendered":"

Jon Moeller ’86, MBA ’88, CFO at Procter and Gamble Since joining Procter & Gamble twenty-three years ago, Jon Moeller has steadily climbed up the ranks. 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