Larissa Fischer

How do you define “ownership” in your role at FINN?

In my role in Sales at FINN, I define "ownership" as taking full accountability for both my success and my failures. Since a significant part of my compensation is commission-based, I essentially earn my own salary through the results I generate. That makes ownership absolutely essential.

That means I have to be highly proactive, consistently go the extra mile, and take initiative without relying on others to push me. Ownership in this context means treating my pipeline and targets as if they were my own business: being self-motivated, results-driven, and always focused on how I can create value—for the customer, for FINN, and for myself.

At the same time, I always keep the bigger picture in mind—how my actions impact the customer experience, the team, and FINN’s long-term success. Ownership isn’t just about hitting numbers, but about showing responsibility, learning from setbacks, and making decisions that drive lasting impact.

How does an ‘obsess about customers’ mindset show up in your work, even if you don’t interact directly with customers?

Even though I do interact with customers in Sales, I believe "obsessing about customers" goes far beyond direct communication. For me, it’s about deeply understanding what matters to them and letting that auto every decision I make—from how I structure my pitch to how I prioritize my time.

I only succeed when I truly solve customer problems and build trust. That naturally drives a customer-obsessed mindset: I focus on what brings the most value to them, not just what helps me close a deal quickly. I ask myself: Is this solution right for them long-term? Will it contribute to a positive overall experience with FINN?

Even internally, I act with the customer in mind—sharing insights with other teams, giving feedback on blockers, or pushing for improvements if something negatively affects the customer journey. Being customer-obsessed is not just about interaction—it's about always having their perspective in mind, acting accordingly and going the extra mile. 

What’s one thing you’re especially proud to have built, driven, or improved at FINN?

One thing I’m especially proud of at FINN is helping to broaden the understanding of what successful sales can look like. Sales has traditionally been associated with traits like assertiveness and competitiveness—which absolutely have their place. But I’ve also shown that qualities like empathy, emotional intelligence, and authenticity can be just as powerful in building trust and closing deals.

By staying true to my own style, I’ve demonstrated that there’s not just one way to succeed in Sales. In a team that is still predominantly male, I’ve contributed to sharpening a mindset that values diverse approaches—creating space for different personalities, strengths, and communication styles to thrive.

To me, it’s not about replacing one stereotype with another, but about expanding the definition of what great Sales looks like. I’m proud to be part of a culture where people can perform at a high level while being fully themselves.