Q. Welcome back to TeamViewer, Finn! What inspired your return, and what excites you most about your new role leading Global Inside Sales?
A. My earlier years at TeamViewer were some of the most rewarding of my career. The energy, the spirit, the wins and challenges — we went through them all together, and that sense of shared purpose is something you hope to experience at least once in your professional life. The people here are incredible, and many of us truly bleed blue. TeamViewer isn’t a rigid hierarchy; it’s a left-to-right organization that collaborates and divides and conquers as one team.
Since I left, the company has achieved remarkable global milestones. I’m excited to bring my experience from the Americas and collaborate with and learn from others as I take on this fully global role. One of my priorities is de-regionalizing Inside Sales so we can better support existing customers, welcome new ones, and create more opportunities for colleagues, regardless of geography.
Q. How do you see the Inside Sales organization contributing to TeamViewer’s next phase of growth, and what will your early priorities be?
A. We’re starting from an incredibly strong foundation. Inside Sales traditionally focuses on SMB, but small and midsize businesses each have different needs, behaviors, customer profiles and expectations. Our role is to build an organization that supports all customer personas and helps them achieve their growth expectations. One of the positive effects of this is we hope to be a genesis for creating some of our largest enterprise customers. We want to be the engine that nurtures customers early, helps them scale, and ultimately introduces them to the broader value of TeamViewer One, DEX, and all the other products within our suite.
Early priorities include:
- Ensuring everyone feels energized and understands our north star
- Balancing hard work with the time needed to reset and recharge
- Establishing clear daily, weekly, monthly, and quarterly goals
- Making sure wins are shared broadly — not isolated by region or team
- Continuing to make sure that we are delivering on our promise and our financial targets
Q. What’s one leadership lesson from your previous time at TeamViewer—or from other roles—that you’re bringing into this chapter?
A. Effective leadership only happens when everybody understands their individual role and contribution within the organization. This requires clear communication of expectations, as well as support and collaboration to help each team member meet their potential.
It’s also important that we recognize individuals. No matter where someone sits around the world, if they’re contributing to our success, we should amplify their individual impact.
Q. How do you approach building high-performing, globally aligned teams?
A. First, we remove friction so people can simply do their jobs of serving customers and helping them choose our products with confidence. That means setting clear goals, giving teams the tools they need, and creating an environment where communication happens constantly.
Second, rewarding those for achievement and quickly helping others when there are challenges.
Lastly, when it comes to high-performing teams, I’ve always thought “it takes a village.” So, as a globally aligned team, we have to perform together as a successful village. Daily conversations, shared best practices, and open collaboration will keep us aligned across regions and time zones.
Q. What is the number one sales tip you share with those who are new to the industry?
A. Listen more than you talk, use very few adjectives or adverbs, and be knowledgeable in what you say. If we focus on understanding the customer’s needs and solving their problem — instead of trying to sell as much as possible — the value of that relationship lasts forever. Customer lifetime value becomes perpetual.
Q. What’s the best piece of business or general life advice you’ve ever received?
A. That’s easy: always bet on people. Loyalty, integrity, and hard work are what matter most.
Q. What’s a goal or milestone you hope to achieve in 2026?
A. Simply put: I want us to exceed the growth commitments set by our management and supervisory board and surpass our budget. That’s the bar.
Q. On a personal note, what is something outside of work that motivates you?
A. I’ve been fortunate to work with people who believed in me, guided me, and opened doors. When I’d ask what I could do for them in return, the answer was always the same: pay it forward. At this stage of my career, and in life, that guides me. Whether in athletics, family, or leadership, I want to invest in the next generation and assist in helping our future leaders the way others have helped me.
Q. What’s a fun fact most people don’t know about you?
A. I’m grateful my wife isn’t answering this one. I underachieve at shutting off, but I am forever chasing the dream of relaxing. When it comes to leisure activities, I probably think I’m a better skier and fly fisherman than the rest of my family, but they would debate that.
Q. Anything else you’d like to share with the TeamViewer family?
A. The wording of this question says it all — TeamViewer, for me personally, truly has always been a family. Not every day is easy and not every day is a success, but the TeamViewer I know has a unique one-of-a-kind spirit, energy and support system like no other company I’ve been with. You should never hesitate to reach out to someone for help, a meeting, or advice. Interact openly and equally, because that’s how we grow stronger together and ultimately more successful.
