Leading The C-Suite: Alfredo Rivera’s Five Essentials
Authority Magazine
Authority Magazine
Pursue something you are good at or play to your strengths: I started my career thinking I’d be a doctor. My dad was a doctor so I assumed I’d follow his footsteps. While I did well on my science courses, I quickly realised that numbers came more natural. It was this insight that drove me to pivot and pursue a career in banking where day in and day out I was constantly looking at financials and understanding what numbers were trying to “say.”
As part of our series called “Five Things You Need To Be A Highly Effective C-Suite Executive,” we had the pleasure of interviewing Alfredo Rivera, CFO, Wizeline.
Alfredo is a seasoned professional with extensive experience in the field of finance and technology. His career spans almost two decades, during which time Alfredo has held various leadership positions, driving strategic planning, team management, and innovation. Alfredo started his career as an investment banker and strategic advisor, working with Fortune 500 companies in pivotal financial milestones. He later joined a tech startup in NYC as the third member of the finance and accounting team. Most recently, Alfredo joined Wizeline, a global technology services provider, as the leader of the finance and accounting function.
Alfredo graduated from Yale University with a BA in Economics. He later attended Georgetown McDonough School of Business where he received his MBA. He’s passionate about international travel, has lived on three different continents, and speaks Spanish, English and Chinese.
Thank you so much for joining us in this interview series. Before we dive into our discussion, our readers would love to “get to know you” a bit better. Can you share with us the backstory about what brought you to your specific career path?
Istarted my college career thinking I’d pursue medicine. However, by junior year it became clear that numbers made sense to me. Because of this I decided to pivot and pursue a career in finance. I was fortunate to land an investment banking job during the financial crisis.
I started my career at UBS where I was the only analyst supporting a team of one managing director, two executive directors and an associate. While it meant I was doing long hours, it gave me the opportunity and exposure to all the work being done by the team. After more than a decade doing advisory work, and supporting some interesting transactions in the technology space, I finally decided to go “in-house” and get first-hand experience on what it really means to work in corporate finance.
Can you share the most interesting story that happened to you since you started your career?
After about three years of working in investment banking, I decided that I wanted to pivot and try working in a different area of financial services. I was successful in landing a trading job at a bank back home in Puerto Rico. As part of the transition, I decided to take a month off and travel to South Africa. Little did I know that upon my return, I would face a different job than what I originally signed up for. The group I joined was focused on trading PR bonds, a security that had both local and US appeal given its triple tax exempt status. What I didn’t know when I joined was that after my month-long trip, the government and various public corporations would go through bankruptcy.
What had traditionally been a very liquid and stable market soon changed. PR bonds lost their investment grade and started trading as junk bonds, similar to securities from Greece and Argentina. I was tasked with creating liquidity by exploring unusual counter parties that included hedge funds in the US.
This particular experience reinforced my conviction to always be ready for change and to continue to seek out challenges, never becoming complacent.
Can you please give us your favorite “Life Lesson Quote”? Do you have a story about how that was relevant in your life?
When I first started out, during my time as an analyst at UBS, I had a mentor who was my managing director. He told me I should never become complacent nor should I stay at a job because it was “easy,” especially early in my career. He admitted that even though he’d been at the company for over a decade, he still every year or so would assess his value in the market and consider other opportunities. I took that advice to heart and have tailored my career as such. I continue to keep myself open to new opportunities, always striving to accept new challenges.
Is there a particular book that made a significant impact on your leadership style? Can you share a story or an example of that?
A couple of years ago, a close friend recommended “Atomic Habits.” Back then I was transitioning out of investment banking and looking to make some changes to both my professional and personal life. I had been working over 100 hours per week and was overweight. By focusing on small changes that would help me live a more balanced lifestyle, I allowed myself to have more time to dedicate to those that I worked with and also have more energy to do the things I believe added value to my life, both personally and professionally.
Today I wake up before 6 am, work out and start my day with the right mindset to tackle whatever work has in store for me.
What do you think makes your company stand out? Can you share a story?
There are many things that I enjoy about working at Wizeline but one particular thing that attracted me to the company and that keeps me engaged and motivated is the company’s culture of innovation and collaboration. Having a diverse mix of talent, with different backgrounds and perspectives, helps fuel that culture of passion to continue to innovate through the work we do. Whether it’s on a specific project for a customer, or the way we cross-collaborate on an internal initiative, I always find myself surprised by how our employees approach each situation. This doesn’t mean that we are constantly reinventing the wheel but more so that we don’t always assume that the “wheel” is the right solution or approach to a specific problem.
You are a successful business leader. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?
Here are three traits that I believe helped me become a successful business leader:
Strategic Self-Awareness: Recognizing your strengths and weaknesses, and surrounding yourself with people who complement your skill sets.
Humility and Openness: Acknowledging that you’re not an expert in everything and being open to learning from others, seeking input, and adapting to new situations.
Continuous Learning and Growth: Driving professional growth through ongoing learning, self-improvement, and staying up-to-date with industry trends and best practices.
These traits enable leaders to build strong teams, make informed decisions, and stay adaptable in a rapidly changing business environment.
Leadership often entails making difficult decisions or hard choices between two apparently good paths. Can you share a story with us about a hard decision or choice you had to make as a leader?
Most CFOs and finance professionals are faced with tough decisions during economic downturns. One particularly challenging choice is deciding between investing in growth initiatives or prioritizing cost-cutting measures to ensure short-term financial stability.
In just the last few years, I’ve had to choose between:
Investing in R&D to drive innovation and long-term growth
Reducing headcount or slashing operational expenses to meet quarterly targets
In such situations, I try to apply a methodical approach in the decision-making process. This includes:
Scenario Planning: Model different economic scenarios to anticipate potential outcomes.
Prioritization: Focus on high-impact initiatives that align with your company’s strategic goals.
Cost Optimization: Identify areas for cost reduction without compromising growth potential (i.e. your support functions)
Stakeholder Communication: Transparently communicate your decisions and rationale to investors, employees, and customers.
By taking a strategic and data-driven approach, you can navigate macroeconomic headwinds while positioning your company for long-term success, and hopefully strike a balance that allows you to navigate through seasonality.
Ok, thank you for that. Let’s now jump to the primary focus of our interview. Most of our readers — in fact, most people — think they have a pretty good idea of what a C-Suite executive does. But in just a few words can you explain what a C-Level executive does that is different from the responsibilities of other leaders?
C-Level executives drive strategic direction, make high-stakes decisions, and own the overall performance and success of the organization.
What sets us apart is our broad scope of responsibility, accountability for company-wide outcomes, and the ability to shape the company’s vision, culture, and future. Unlike other leaders who focus on specific functional areas or tactical execution, C-Level executives must balance competing priorities, anticipate market shifts, and make decisions that impact the entire organization.
What are the “myths” that you would like to dispel about being a C-Suite executive? Can you explain what you mean?
This question is pretty near to me as becoming Wizeline’s CFO is my first experience at being a C-Suite executive. Given that it’s very recent, there are two myths I now know are untrue:
1. Myth: C-Suite executives have all the answers.
Reality: We rely on our teams and experts to inform our decisions. Strategic self-awareness and humility remain key.
2. Myth: C-Suite executives don’t face challenges or doubts.
Reality: We face significant pressure, uncertainty, and self-doubt. Continuous learning and growth help us navigate these challenges.
By dispelling these myths, I want to give you a more realistic view of what it’s like to be a C-Suite executive. It’s not all glamour and glory — it’s hard work, constant learning, and adapting to new challenges. Anyone can have a fancy title, but it takes dedication, humility, and empathy to truly lead.
What are the most common leadership mistakes you have seen C-Suite leaders make when they start leading a new team? What can be done to avoid those errors?
I’ve learned that one of the biggest mistakes senior leaders make is thinking they need to have all the answers.
In reality, effective leadership is about surrounding yourself with trusted team members who bring complementary skills. My own experience becoming Wizeline’s CFO is a great example. With a finance background and strong modeling skills, I knew I needed a partner with a strong technical accounting background to fill the gaps. I found someone with the right expertise, and together we’ve achieved great results. As a leader, I believe it’s essential to continuously learn about areas outside my expertise, leveraging my team’s strengths to drive success.
In your experience, which aspect of running a company tends to be most underestimated? Can you explain or give an example?
In my experience, one of the most underestimated aspects of running a company is finding the right balance between tactical execution and strategic vision.
As a C-suite leader, it’s easy to get bogged down in day-to-day operations, but neglecting long-term strategy can be detrimental. Conversely, focusing solely on vision without executing effectively can lead to missed opportunities.
For example, as a CFO, I need to ensure the company’s financial health (tactical) while also driving strategic initiatives like investments in innovation or M&A opportunities. Striking this balance requires intentional prioritization, effective delegation, and continuous alignment with the leadership team. By balancing the tactical and strategic, we can achieve immediate goals while building a strong foundation for future growth.”
This response highlights the importance of balancing short-term needs with long-term strategic goals, a crucial aspect of C-suite leadership.
What are your “Five Things You Need To Be A Highly Effective C-Suite Executive”?
1. Pursue something you are good at or play to your strengths: I started my career thinking I’d be a doctor. My dad was a doctor so I assumed I’d follow his footsteps. While I did well on my science courses, I quickly realised that numbers came more natural. It was this insight that drove me to pivot and pursue a career in banking where day in and day out I was constantly looking at financials and understanding what numbers were trying to “say.”
2. Pursue something you are passionate about: Getting good at something, even if you have natural talent, takes time. The key here is to do something that makes time fly. Sure there will be things in any career that you don’t love, however, if there are elements of your job that you enjoy, you will notice how you end up excelling at it not just because you are good at it but because you spent enough time perfecting it. For me I enjoyed modeling. Early in my career and to this day, I still “geek” out in excel when I need to model something (my company’s forecast, a specific initiative we are considering pursuing, etc.). It also made those long nights in banking more manageable.
3. Surround yourself with people who complement your skillset: For me, the one thing you need to be a highly effective C-suite executive is a team with complementary skills. As a CFO, I surround myself with experts who fill gaps in my expertise, such as accounting, tax, and technical finance. One example is when I hired a controller with deep technical accounting expertise. They helped me navigate complex accounting issues, ensuring our financial reporting was accurate and compliant. This partnership allowed me to focus on strategic finance while knowing the technical details were in good hands.
4. Never become complacent: The one thing you need to be a highly effective C-suite executive is a commitment to continuous self-development and challenging yourself. The business landscape is constantly evolving, and staying ahead requires ongoing learning and growth. For example, I’ve made it a priority to stay up-to-date on emerging trends in finance and technology. I pursue executive education opportunities, attend industry conferences, and network with peers. This not only expands my knowledge but also helps me bring fresh perspectives back to the company.
5. Agree to disagree: Another thing you need to be a highly effective C-suite executive is the ability to respectfully disagree and consider diverse perspectives. As a leader, you’re bound to encounter differing opinions, and being open to them fosters better decision-making. I recall a situation where I disagreed with a proposed business strategy. Instead of dismissing it, I engaged in a constructive discussion, asking questions and sharing my concerns. This led to a more nuanced understanding of the issue and ultimately, a better outcome for the company.
By embracing diverse viewpoints and respectful debate, we’ve built a stronger leadership team and made more informed decisions. This ability to disagree without being disagreeable has been crucial to my success as a C-suite executive.
In your opinion, what are a few ways that executives can help to create a fantastic work culture? Can you share a story or an example?
To create a fantastic work culture, executives should prioritize being open to feedback, getting to know every team member, and being accessible. By fostering an environment where everyone feels heard and valued, we can drive engagement and innovation. For instance, I make it a point to regularly visit our different offices in Guadalajara, attend team meetings in-person when able, and hold one-on-ones with team members across different levels. This helps me understand their perspectives, challenges, and aspirations. I also encourage open feedback through regular sessions and town halls.
You are a person of great influence. If you could start a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂
If I could start a movement, it would focus on teaching people to listen to each other. In a world that’s increasingly divided, I believe listening to understand — rather than just listening to respond — can be a powerful catalyst for change. By putting down our devices and truly hearing one another’s stories, we can build bridges, dismantle stereotypes, and foster meaningful connections.
This movement would be about creating a ripple effect of compassion and understanding, helping people find common ground and work together towards a more harmonious society. By prioritizing listening, we can start to heal the divides that plague us and build a more empathetic world, one conversation at a time.
