< PrevNext > Roxana Bressy KDS CEO Share Roxana Bressy took over at KDS from Dean Forbes in December, following American Express Global Business Travel's acquisition of the T&E provider. While Forbes was the face of the company, Bressy ran KDS in the background, first as EVP of operations and later as CFO. Speaking with BTN payment and expense editor JoAnn DeLuna, Bressy described herself, as have others, as Forbes' "right hand." When he stepped down, she was the obvious choice to lead KDS into its future with Amex GBT. BTN: How do you feel about not just running but now also being the face of KDS?In my professional and personal life, I say, "Everything is possible." It's just a question of willingness. I love to learn and do a lot of things [simultaneously], so I'm very happy to be in this position. As a woman, it's important.BTN: How did you wind up at KDS?I've [primarily] worked at technology companies. I worked for [computer software company] Mercury Interactive, which in 2005 was acquired by HP. Then I went to a French startup and after that worked [as CFO and HR director] for Nobel Biocare medical device [manufacturer] for three years. I came back to technology and software as soon as I had the opportunity. Working for a startup software company wasn't new, [but] travel was. I needed to learn a lot of things when I joined in September 2011, immediately after Dean's nomination. He hired me as EVP of operations, and then I became CFO. We're in a position to do more development for new markets. When Amex GBT shared the news about the acquisition with their customers, there were a lot of traction and a lot of demo requests." BTN: What strengths do you bring to the role of CEO?I've worked as CFO. I have HR [experience] and project management [skills], which are all transferable [skills] for my responsibilities. I was customer facing and responsible for some of our bigger accounts and the legal contracts. I knew every single customer and contract in KDS. I also worked closely with Dean through the acquisition process. When Dean decided to leave, GBT and KDS [felt] I was the best person to do the transition, as I knew everything about KDS. Usually when the company needs some information, they come to me. I [often] know it by heart.BTN: What are you working on now?The most important thing for me now is the success of Amex GBT's acquisition of KDS. It's where I spend a lot of time. Then I'm working on keeping our existing KDS customers and partners satisfied while managing the volume of interest from Amex GBT customers, which is huge. We've had no customer attrition and have renewed some very important customers and other TMCs for three years and over. To stay ahead of the market, we need to continue our innovation and of course we need to think about Amex GBT in our road map.BTN: Where do you see the most opportunities for KDS?Certainly we will expand more in the U.S., but it will be through Amex GBT. We also have a lot to do in Europe. We take advantage of Amex GBT's scale and footprint to empower KDS to better service the multinational customers. With this new investment, we're in a position to do more development for new markets. When Amex GBT shared the news about the acquisition with their customers, there was a lot of traction and a lot of demo requests. This is a very good thing for KDS.BTN: What advice do you give to women who aspire to be in the C-suite?If you want to have this kind of leadership job, you need to be confident and trust in yourself and your capabilities. You need to be ambitious, which I sometimes notice is more difficult for women. As a woman and as a mother, we have two lives, so you need to be extremely organized. I say, "Women may face glass ceilings, but remember: A diamond cuts through glass, and the diamond is just well-organized carbon."