Q: What was your main motivation to become a CEO?
Becoming a CEO was not something I actively sought or my ultimate goal. But I always enjoyed being involved in the business, understanding what I was doing, and seeking a broader understanding. It was a combination of what I wanted to do: deepen my understanding of the business and progress, with the encouragement of some important people. At the same time, it was a reality check to be nominated as a potential CEO.
Q: What skills or knowledge did you need to acquire or improve on the journey to becoming a CEO?
The modern CFO must possess CEO-like characteristics, acting as an influencer to the CEO. This management triad between CEO, CFO, and HR is fundamental. During the succession, the consultancy conducted an assessment and found that areas to work on included being more empathetic and deepening relational skills, moving away from the ‘cold world’ of the CFO. I took on the role during the pandemic, and without developed human skills and a deep knowledge of dealing with people, it wouldn’t have worked.
In this regard, I recommend two books: “The CEO Test” by Adam Bryant, which provides concrete examples of how to develop people leadership skills, and “No Rules Rules” by Reed Hastings and Erin Meyer, which discusses transformation and talent.
Q: What were the main focus areas of the board for your preparation as CEO?
I needed to develop commercial skills. I always reserved a few days to go into the field. I also had preparation in the company’s management committee.
Q: How did your approach to decision-making change when transitioning from CFO to CEO?
It was a process of change. In finance, I thought strictly about finance with a focus on problems. Today, I bring a more optimistic view, even guiding the CFO to bring ideas and solutions instead of focusing on the problem. I seek to bring purpose to the role and not just the technical side.
Q: Looking back, would you have done anything differently in your preparation from CFO to CEO?
I would have dedicated myself earlier to people issues, focusing on aspects of communication and understanding human psychology and neuroscience. R&D is relevant, and I also delved into it six months before.
Q: What opportunities do you think are underutilized by CFOs aspiring to become CEOs?
Future strategy, looking at the medium and long term, which most delve into little. Few go in-depth into the commercial area.
Q: How did you handle the obstacles in the transition from CFO to CEO?
There was an awareness of the need for change, with a real willingness to change. I relied on support points, had coaching sessions, and analyzed the culture while always respecting the company’s traditions – to evolve, not to change its essence.
Q: Can you share examples of situations where you had to adapt your leadership style?
I created a monthly meeting with the entire company to give an overview, results, lessons, new products, and updates on the board, involving everyone from the executive team to the factory floor, for general alignment. I wrote a culture document bringing elements that people understand and focused on the people side (recruitment, performance management) – and these were some of the biggest bets. I was aware that I needed to give the team a ‘shake-up.’
It is important to be attentive to managing human complexities, which today are more vulnerable and susceptible to the excess consumption of immediate pleasure. A CEO must know how to read and bring people together, be accessible, adaptable, and understand their stakeholders in a customized way so that people feel special.
