Q: What was your main motivation to become a CEO?
My career progressed naturally, but it happened when I was a CFO at large Brazilian multinational and listed companies. Before turning 50, I planned my next step because I always sought to evolve and thought, ‘where could I find more challenges?’ This would come by expanding my scope
Q: What skills or knowledge did you need to acquire or improve on the journey to becoming a CEO?
The discipline of finance and capital allocation for profitability already allows for a deeper risk analysis, but it was necessary to avoid being seen as the ‘keeper of the vault.’ The financial side focuses heavily on the impact on results. To be a CEO, I needed to develop positioning, strategic business vision, and leadership of people and culture. Bringing a softer approach, focusing on the team, succession, and establishing a culture. I stopped being ‘Lorival’ and became the CEO of the company, representing it internally and externally and inspiring employees
Q: Can you describe what this development plan was like?
I was fortunate to have Pedro Parente as chairman, who supported and taught me a lot about behavior and opened new contacts. In this transition moment, it is necessary to have the humility to know that you have to learn and listen. There is a notable risk when becoming a CEO of feeling like you are always right.
Additionally, the first few months allow for ‘stupid questions.’ The beginning is like a student’s discipline. Where you don’t understand, immerse yourself (visit factories, clients, HR). It is also necessary to switch off the ‘CFO mode,’ as the tendency is to fall into the comfort zone. Never position yourself in committees as you did when you were CFO. You really need to turn the key.
Q: What were the main focus areas of the board/succession team for your preparation as CEO?
Strategic vision and developing more presence to be more recognized in the market as a reference. Developing greater exposure and strategic vision, being the spokesperson for the company and the sector for greater impact as CEO
Q: What areas do you think are underutilized by CFOs aspiring to become CEOs?
What areas do you think are underutilized by CFOs aspiring to become CEOs?
Q: What specific advice would you give to CFOs at the beginning of their journey to becoming CEOs?
Be the best CFO among all CFOs, be complete. Dedication and focus will open opportunities for improvement on the path to the CEO chair
Q: How do you see the evolution of the leadership attributes needed for CEOs?
The CEO of the future must be increasingly open, as things change rapidly. Balancing the company’s experience and history with the future, measuring what has already been done and didn’t work, and possible results from analyses. The market has changed, the variables have changed, and it is necessary to analyze if past results are still worthwhile or if new decisions are required. The CEO must constantly question themselves, the team, and the decisions made to adjust the direction and avoid being stuck in paradigms
