Pedro Rugeroni is an experienced finance professional with an impressive and diverse international career. Starting as an auditor and consultant at Arthur Andersen (now Deloitte), Pedro developed a strong foundation in financial control and strategic business support. His career has taken him across multiple sectors—including advertising, IT, public media, and hospitality—where he has repeatedly led financial transformations and supported corporate restructuring. He has partnered with both large public institutions and private companies, helping them manage organizational change and improve performance. Executive Interim ManagerIts mission is to support companies during periods of transition by stabilizing operations and building platforms for long-term sustainable value.
We spoke with Pedro about his recent assignment as Interim Finance Manager at BEWI Group Portugal, a company that offers sustainable packaging, component, and insulation solutions, while championing the circular economy. The project was carried out in collaboration with Valtus Alliance members: EPUNTO Interim Management (a Valtus Alliance member in Spain) and Nordic Interim SE (a Valtus company in Sweden).
What was the situation at BEWI when you joined as Interim Finance Manager?
“When I joined, BEWI Portugal was at a crucial juncture, undergoing development in several key financial areas. The company had faced challenges meeting financial reporting deadlines, and communication between the local team and headquarters needed strengthening. At that time, there were two accounting firms supporting different areas, which created some complexity in the flow of information and data consistency. My approach 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 to understand the company culture—both within the Portuguese subsidiary and at the group level—to identify any operational gaps and nuances in communication. It was clear that much of the operational knowledge (technical know-how) resided in the subsidiary, and ensuring that this local knowledge was recognized and used effectively was key. Building mutual trust and clarity on expectations was essential to establishing 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 true state of the business. Alongside this, we introduced structured financial planning processes, including budget control, forecasting (forecastingand defined KPIs. These tools provided visibility into performance and supported better financial decision-making. We also strengthened the ERP system to ensure smoother daily financial operations."
“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 committed 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 ensured that external consultants were more involved.” in situhelping to deepen their understanding of the company's context and fostering more productive cooperation."
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 committed 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 ensured that external consultants were more involved.” in situhelping to deepen their understanding of the company's context and fostering more productive cooperation."
What was your leadership approach during this project?
"As Executive Interim ManagerI believe in acting decisively but respectfully. My approach is based 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 future-proof the organization.
Did your role involve more than just finance?
"Yes, definitely. While financial stabilization was a core responsibility, the role also included overseeing HR, IT, and local administration. These areas are highly interconnected, and by supporting them together, we were able to ensure that overall operations remained aligned and functional throughout the transition. It was important to maintain continuity and build a resilient structure for the future."
What are you most proud of in this project?
“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, get the financial reporting back on track, and implement robust planning tools for the future. Communication improved significantly, and we laid a foundation that supported the successful recruitment of a permanent finance manager. I was pleased to complete a smooth transition and handover, ensuring continuity after my departure.”
What advice would you give to companies considering hiring a Executive Interim Manager?
"My advice is to be proactive. Often, companies only seek support when problems are critical. But the Interim Managers They can add significant value even earlier, when signs of misalignment or inefficiencies begin to emerge. We bring a fresh, independent perspective and a dedicated approach to helping companies overcome specific challenges and prepare for a stronger future. There is always a way forward, especially when action is taken early.
Pedro Rugeroni's work at BEWI Portugal reflects how interim financial 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 strengthen its financial structure and operational efficiency. The results of this assignment provide a solid foundation for continued development and a great example of how interim support can empower both people and the business.