Of course. My name is Arianne Rovira, I am 57 years old and I already have a long professional track record. My first great challenge was in the organization of the Barcelona Olympic Games, an unforgettable project that taught me the value of commitment and teamwork in achieving exceptional results. In this event, I learned that when a group is aligned around a common goal and works with enthusiasm and a great sense of responsibility, brilliant achievements are possible. I have applied this lesson throughout my career.
After the Olympics, I joined several American multinationals, including PepsiCo and Anheuser-Busch (Budweiser), where I worked in areas such as marketing and brand management. These companies are characterized by their strong focus on marketing and brand building, and they gave me the freedom to be creative and make impactful decisions in my region. In these environments, I was able to learn how to manage large budgets and compete in demanding markets, which was a formative and enriching experience.
Later, I decided to join a German multinational, which represented a significant cultural change. In this company, I had responsibility for marketing and sales across six countries, which was my first experience managing international teams in diverse environments. The German company had a more rigorous, controlled structure, which contrasted with the freedom I had experienced at the American companies. However, I learned the importance of justifying the value we contribute — not only in terms of financial results, but also in terms of contribution to team development.
We must be honest with ourselves and evaluate whether we are truly still adding value each year. This annual review, even if it is internal — and sometimes a little uncomfortable — is extremely valuable.
Absolutely. When you lead a business unit, a company, or a division, and you have people and teams in your charge, it is crucial to maintain this pressure to self-assess and hold yourself accountable. You must ask yourself: "Has what I contributed this year to the organization generated benefits? Have I contributed meaningfully to the development of the team?" This self-demand is essential for any executive. We are not only here to achieve results — we are here to contribute to the growth of our team. We must strive on two fronts: bringing new visions, business models, and growth sources to the business, and continuously improving the team, ensuring that we are better this year than we were the year before.
Ask yourself: "What have they learned from working with me?" This approach is essential. It is something I learned at the German company, but I have kept it alive because, while uncomfortable, it is extremely useful and honest. We must be honest with ourselves and evaluate whether we are truly still adding value each year. This annual review, even if it is internal, is very valuable.
It is very important to justify the value we contribute, not only in terms of financial results, but also in terms of contribution to team development.
Justifying value is a complex process that goes beyond financial results. Of course, quantitative data is essential for measuring business success, but it is also crucial to evaluate the qualitative impact on the team and their professional development. A leader must focus on team growth, measured through indicators such as promotions, salary increases, and new visibility and leadership opportunities. The true measure of success is when the team concludes the year having improved their position and gained new skills and knowledge.
Yes, it is a very big challenge. But when we talk about executives, we are talking about responsibility. Sometimes we take on roles or positions only seeing the attractive side: the power, the salary, and the perks. That is an attractive part that we all want and that is fine. However, then comes the part of honestly justifying the value you contribute. A good executive must be able to sit down at the end of the year and demonstrate to their superior the contributions they have made to the organization and reflect on how they have improved their team. It is important to prepare the team to grow within the company or to have the ability to seek opportunities at other companies. It is the manager's responsibility to ensure their team is at a level that allows them to move forward internally or in the external market, reaching positions above those they could have achieved a few years before. This part of leadership is fundamental.
A good executive must be able to sit down at the end of the year and demonstrate to their superior the contributions they have made to the organization and reflect on how they have improved their team.
It can definitely be learned, as long as there is a genuine desire to improve. It is about willingness — a will to serve. Although some people may have a natural inclination toward leadership, any executive can develop this skill if they have the will to do so. The key is to be demanding of yourself and to have a method for continuously evaluating and improving.
Sometimes we take on roles or positions only seeing the attractive side: the power, the salary, and the perks. However, then comes the part of honestly justifying the value you contribute.
Yes, it is a notable difference. In my experience, American companies are experts at creating demand and building brands, giving their local teams the freedom to be creative and innovative, always within clear limits related to brand image. This approach is very enriching, especially when you are young and have the energy to explore and learn. On the other hand, European companies tend to exercise greater control over processes, which can limit creativity and frustrate local teams that want more autonomy in decision-making. For European companies to be more effective, they need to be consistent with the capabilities of their teams and allow them the freedom needed to make strategic decisions.
The consultancy allows me to apply all the knowledge and experience accumulated throughout my career. Each client is unique, and each project is an opportunity to learn and add value. Although the sectors are different, the principles of good management are applicable in almost all cases. At our firm, we work in various areas, including operations, sustainability, corporate strategy, and business models, offering a broad and cross-cutting perspective. Our goal is to help companies navigate their strategic challenges, ensuring their decisions are well-founded and aligned with their objectives. We strive to be a guiding light for our clients, leading them toward safer and more effective decisions.
At AIM Consulting we work with a variety of sectors, including fast-moving consumer goods, transport, energy, fuels, and more. We help both manufacturers and distributors and we do not limit ourselves to a single sector because we believe our methodology can be applied transversally. We adapt to each client's needs and help them implement the defined plan. Our versatility allows us to approach problems from different angles and offer personalized solutions that truly make a difference.
I am optimistic and see AI as a powerful tool that can complement our work, not replace it. It is important to use it ethically and with social responsibility, ensuring that it serves to improve quality of life without compromising essential jobs. Qualified professionals can benefit enormously from AI by using it to enhance their skills and knowledge. However, it is crucial that we do not forget the social impact of AI, especially in less-skilled positions. AI must be a tool that serves the common good and is integrated in a way that improves our society as a whole. I hope we are capable of managing this technological advance with social awareness, ensuring it benefits everyone.
I hope we manage to get it right, because in the end that is what it comes down to: everyone must have a place in the world and everyone must have the possibility to work and earn an honest living. Machines should serve us all in making things a little better. However, I am somewhat concerned that it might become fashionable to replace human jobs with machines — like robot bellhops or robotic waiters in hotels. This is a little frightening, especially in sectors like tourism, which are essential for employment in our country. We must be careful, because while humans are capable of creating incredible things, not everything we create is positive. My reflection is that we must continue advancing technologically, but always watching that the impact is not negative for the majority, keeping our awareness intact.
Thank you all. It has been a pleasure to share my experiences and perspectives.
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