To celebrate Hispanic Heritage Month, Egon Zehnder presents a series of interviews with distinguished leaders, exploring the journeys that shaped their careers and identities.
This edition features Javier Benito, Trust Manager on the Camden Board of Directors and Audit Committee, and former GM of KFC Latin America and the Caribbean. Having lived in eight countries and seized every opportunity to deepen his cultural experience, Javier shares how embracing his identity, breaking the taboo around self-promotion as a Hispanic, and adapting to corporate culture without losing his own sense of self were key to his successful career.
How has your heritage influenced your journey through the C-suite and now the board?
The biggest factor is the immigrant experience. My grandfather, whom I was very close to, immigrated from Spain to Mexico after the war. Subconsciously, having someone who fought for his principles and left everything behind has always influenced me. His journey, starting from nothing, has been a significant part of my own journey. And in a way, it’s also the fear of not tackling new opportunities. My grandfather was an immigrant, my father was an immigrant, and then we immigrated to the U.S. That’s part of the heritage for many Hispanics—once you break through, you realize there’s a lot of opportunity. For me, it has always been part of my DNA. I’ve lived in eight different countries, and my kids were all born in different countries. Whenever there was an opportunity to go abroad for work, I would always raise my hand. It helped me grow professionally and personally.
What from your background was most helpful in transitioning to a board role?
My background connected me with this company because I’ve always been interested in real estate, thanks to my dad. Working in the hotel industry and at KFC, where real estate is crucial for growth, gave me a good understanding of the field. They wanted someone from a different background to bring fresh ideas.
On the board, you learn that your role is governance and shaping the company’s culture, not managing the business. I was fortunate to join a board with founders who have great principles, so I didn’t have to worry about that. It’s tempting to suggest operational changes, but you have to remember you’re there as an advisor, not to run the business.
Did you have any mentors who helped you navigate leadership or moving to other countries?
Mentorship, especially for Hispanics, is crucial because we are often a minority in the corporate world. Successful people in companies usually have mentors. I didn’t actively seek mentors, but I connected with many influential leaders throughout my career. For those seeking advice, it’s important to be intentional about finding a mentor who can help you connect with others in the company and discuss issues openly.
When mentoring others, I often share a chart with three figures: a fireman, an athlete, and Oprah Winfrey. As Hispanics, we tend to do very good work and expect that someone will eventually recognize it, but we’re not always good at selling ourselves. The athlete represents those who sell themselves well, often without substance. Oprah Winfrey, however, is talented, successful, and sells with substance. We need to transition from being the fireman to being like Oprah, showcasing our work effectively.
My transition from “fireman” to “Oprah” happened throughout my time at Coca Cola. I realized that you must take action because you see what’s going on around you. It doesn’t happen immediately because it’s ingrained in who you are. For example, calling a CEO by their first name was crazy to me when I first arrived. Saying “Hey, David” or “Hey, John” was very difficult. That’s part of our culture—we can be more conservative in how we approach others.
Can you share a specific challenge you have faced as a Hispanic leader?
One challenge is realizing you need to blend into the company’s culture; the company won’t blend into yours. It’s about balancing this without losing your identity. As Hispanics, we’re social and team-oriented, which helps, but you still need to make an effort to connect.
Another example is sticking to our principles. At one point, I worked for someone who didn’t share my values. Despite having a family and financial responsibilities, I resigned because I couldn’t compromise my integrity. This decision was tough, but it was important to stay true to my principles.
What actions can leaders like you take to increase Latino representation on company boards?
It’s important to address the root cause of the problem. If a company lacks Hispanic employees, you need to start there. Ensure interview panels are representative and advocate for diversity. As a successful Hispanic, you want your actions and achievements to speak for themselves, but you must also understand the noise around diversity. Get people in the door, ensure objective interviews, and advocate for mentorship to create connections. Advocate for diversity and challenge management to do the right thing. It’s easier on a board, but within a company, it can be misinterpreted. As a Hispanic, it’s powerful to have others advocate for you, just as men should advocate for women. This broad support is crucial for real change.
How can businesses better support Hispanic leaders and address the lack of representation in senior roles?
I think we are still very U.S.-centric in the corporate world. The representation of Hispanic CEOs, board members, and senior executives is very small, not proportional to the population. This is even more pronounced for Hispanic women. We need to continue working towards greater representation and mentorship. Hispanics make up almost 25% of the population, yet many U.S.-based businesses have no Hispanic senior leaders. This lack of representation makes it hard to understand and serve that segment of the population.
It’s a tricky issue because there are many competent people in good companies. The lack of Hispanic leaders isn’t due to incompetence but rather a lack of opportunity. There’s a big opportunity for improvement. I was fortunate to be on a board that values diversity and is open to it.
What final words of wisdom would you offer to Hispanic leaders?
I’m very proud of my last job at KFC as General Manager in Latin America. Our team included many Hispanics. We achieved amazing results, and many team members progressed within and outside the company. Being an immigrant often means being hungrier for success. I saw this hunger in my team.
