Andrea Guerra is an enthusiastic and results-driven Executive Interim Manager with more than 22 years of experience in finance and operations management in small, medium and large organization. He has a strong international experience from management position in Poland, Mexico, USA, Dubai, Portugal and Italy.
We have talked to Andrea about his assignment as Executive Interim CFO for Astemo Ltd. in Portugal via Valtus Alliance partner EPUNTO Interim Management, a Valtus Alliance member in a cross-border assignment together with Valtus France.
Andrea, can you share an overview of your role as Interim CFO at Hitachi Astemo Portugal
“It was a privilege to work as Interim CFO at Hitachi Astemo Portugal. The company is part of the Hitachi Astemo Group, a leader in the automotive market and operates with a strong commitment to innovation and sustainability. The company was in a good position but faced challenges that required swift action to sustain its growth and competitiveness.”
What was the initial situation when you stepped into this role?
“The business was performing well in terms of profitability but was going through a rapidly growing market. The key challenges were an unclear financial reporting process, the need for optimized pricing strategies, and refinement of organizational processes. The leadership team needed more clarity and agility to respond effectively to the market shifts.”
What were the primary objectives of your assignment?
“My role focused on three main objectives:
- Improving Financial Reporting: The existing monthly reporting lacked clarity, making it difficult for the management team to make data-driven decisions.
- Optimizing Sales and Pricing Strategies: The goal was to ensure competitive yet sustainable pricing across European markets.
- Strengthening Organizational Processes: I aimed to improve communication, collaboration, and accountability within the team to enhance efficiency.”
What challenges did you encounter in achieving these objectives?
“There were several challenges, among others to understand the company’s culture and align local processes with Hitachi Astemo’s global standards, requiring a careful management. Additionally, I coordinated with stakeholders across different regions to ensure alignment without losing local relevance.”
How did you address these challenges?
“I took a strategic and hands-on approach:
- KPI Dashboard Creation: I introduced a comprehensive KPI board that provided real-time performance insights. Weekly management meetings were established to review these metrics, fostering accountability.
- Pricing Justification and Communication: I worked closely with European management teams to justify the increase of capital asked with a standardize pricing frameworks, ensuring transparency and consistency.
- Adaptable Leadership Style: My ability to adapt to diverse cultures and organizational dynamics was critical. I emphasized listening, fostering open dialogue, and collaboration to build trust and drive change.”
What were the key outcomes of your assignment?
“The results were rewarding, and the client is very happy with the results. The key outcomes were improved financial clarity with a new KPI system that provide actionable insights, improving decision-making and operational efficiency; streamlined processes and defined roles and responsibilities, boosting productivity and motivation; and a strategic alignment of pricing strategies with the market realities, ensuring competitiveness and profitability.”
Looking back, what was the most significant impact of your assignment?
“The most significant part was the cultural shift towards data-driven decision-making and improved collaboration. By fostering accountability and equipping the team with the tools they needed, we laid the groundwork for sustained growth and resilience in a competitive market.”
What insights or advice would you share with others taking on an interim CFO role in similar circumstances?
“You need to understand the organization’s culture and challenges before proposing solutions. Communication and adaptability are critical to gaining trust and driving meaningful change. Lastly, always align your efforts with both local needs and global standards to achieve a balanced and sustainable impact.”
You have had a diverse career. Can you tell us about your journey into Executive Interim Management?
“I started working as an Executive Interim Manager in 2018. Before that, I held different CFO roles in international companies and worked across multiple functions like controlling, accounting, and HR. My first interim assignment was in Mexico, where I managed a one-year project for a plant that was a joint venture between two multinational companies. The situation was dire, as the plant was losing a lot of money and there was no cash flow. Having worked in Mexico before, I was sent there to recover the situation. We managed to recover the cash flow and make the shareholders pleased. I worked closely with the owners to raise capital and analyse costs. By the end of the year, the plant was making money again. We reduced production costs significantly and stabilized operations, achieving a remarkable turnaround.”
What came next?
“After Mexico, I returned to Italy for what I call a “killer mission.” I had to close an office in Italy with over 40 employees. This involved managing delicate negotiations with unions and relocating the back office to Poland. Despite the challenges, we closed the office within six months.”
Why did you choose a career as an Executive Interim Management?
“I enjoy the variety and challenges of Interim Management. I don’t want to stay at a company for a very long time as each new assignment offers a fresh challenge, keeping me motivated and engaged.”
Can you share more about your career before becoming an Interim Manager?
“I’ve had a diverse career path. I’ve worked in controlling, which I really enjoyed, and held roles in accounting and HR. My desire for international experience led me to Poland, where I worked in the automotive industry. I later managed projects in Dubai, Algeria, and South America, and worked with plant integration in the USA. Before transitioning to Interim Management, I worked for a multinational company in Italy, overseeing the operations for their plant there.”
What is your next step?
“I now have a new assignment where I will support the client in the integration of the reporting processes after a merger.”
How do you keep a good work/life balance and what should you not miss when visiting Turin?
“If you visit the beautiful city of Turin where I live, you shouldn’t miss the Museo Egizio. It is one of the most renowned museums in the world dedicated exclusively to ancient Egyptian culture and artifacts and is considered one of the largest and most important Egyptian museums outside of Egypt. There are a lot of remains from the Roman empire in the city centre and many good restaurants.”