Pedro Rugeroni is a seasoned finance professional with an impressive and diverse international career. Beginning as an auditor and consultant at Arthur Andersen (now Deloitte), Pedro developed a strong foundation in financial control and strategic business support. His journey has taken him through multiple sectors – including advertising, IT, public media, and hospitality – where he has repeatedly led financial transformations and supported business restructuring. He has partnered with both large public institutions and private companies, helping them navigate organizational change and improve performance. As an Executive Interim Manager, his mission is to support companies during transition periods by stabilizing operations and building platforms for sustainable, long-term value.
We spoke with Pedro about his recent assignment as Interim Finance Manager at BEWI Portugal, a company that delivers sustainable packaging, components, and insulation solutions while championing the circular economy. The project was carried out in collaboration with Valtus Alliance members Epunto in Spain and Nordic Interim in Sweden.
What was the situation at BEWI when you joined as Interim Finance Manager?
“When I joined, BEWI Portugal was at a crucial moment, undergoing development in several key financial areas. The company had experienced challenges in keeping up with financial reporting timelines, and communication between the local team and the headquarters needed to be strengthened. At the time, two accounting firms were supporting different areas, which created some complexity in information flow and data consistency. My focus was to bring clarity, streamline processes, and support the team in aligning local operations with group requirements.”
What was your first step in addressing these challenges?
“My initial priority was understanding the company culture – both within the Portuguese subsidiary and at group level – to identify any operational gaps and communication nuances. It was clear that much of the operational know-how was in the subsidiary, and ensuring that this local knowledge was recognized and effectively utilized was key. Building mutual trust and clarity on expectations was essential to set up a collaboration that worked for everyone.”
How did you approach stabilizing the financial situation?
“Transparency and consistency were at the heart of our work. One of the first steps was to establish accurate financial reporting and adjust the equity position to reflect the actual state of the business. Alongside this, we introduced structured financial planning processes, including budgetary control, forecasting, and defined KPIs. These tools brought visibility to performance and supported better financial decision-making. We also strengthened the ERP system to ensure smoother day-to-day finance operations.”
What changes did you make from an operational perspective?
“Operational optimization was a key focus. There were opportunities to improve internal communication and reduce some unnecessary complexity within reporting processes. The team in Portugal was dedicated but under significant pressure, so it was important to implement changes gradually and collaboratively. We worked together to simplify workflows, clarify responsibilities, and create more efficient structures. For example, we arranged for external consultants to be more present onsite, helping deepen their understanding of the company’s context and fostering more productive cooperation.”
What was your leadership approach during this project?
“As an Executive Interim Manager, I believe in acting decisively but respectfully. My approach is built on clear communication, practical solutions, and active collaboration with the existing team. I aim to create stability quickly but always with a view to long-term impact. During assignments like this, it’s important to support the local team, empower them, and prepare the organization for the future.”
Did your role involve more than just finance?
“Yes, definitely. While financial stabilization was a core responsibility, the role also included oversight of HR, IT, and administration at the local level. These areas are very interconnected, and by supporting them together, we could ensure that overall operations remained aligned and functional during the transition. It was important to maintain continuity and build a resilient structure for the future.”
What are you most proud of from this engagement?
“I’m proud of the partnership we built between the subsidiary and the group, and of how the local team responded to the changes. Together, we were able to close the books for 2023 and 2024, put financial reporting back on track, and implement solid planning tools for the future. Communication improved significantly, and we laid a foundation that supported the successful hiring of a permanent finance manager. I was happy to complete a detailed transition and handover, ensuring continuity after my departure.”
What advice would you give to companies considering hiring an Executive Interim Manager?
“My advice is to be proactive. Often, companies seek support only once problems are critical. But Interim Managers can add a lot of value even earlier, when signs of misalignment or inefficiencies start to surface. We bring a fresh, independent view and dedicated focus to help companies overcome specific challenges and prepare for a stronger future. There’s always a way forward, especially when action is taken in time.”
Pedro Rugeroni’s work at BEWI Portugal reflects how interim finance leadership can help companies gain clarity, improve communication, and prepare for growth. Through close collaboration, a clear strategy, and thoughtful leadership, BEWI Portugal was able to reinforce its financial structure and operational efficiency. The results of this assignment provide a strong platform for continued development – and a great example of how interim support can empower both people and business.
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