'A Good Leader Understands and Supports the Team’s Well-being'

With over 25 years of leadership experience across diverse industries—including finance, energy, food, and construction—José Antonio Sánchez Marín has built a distinguished career marked by his expertise in managing complex financial operations and driving strategic growth. He has held key executive roles, such as Chief Financial Officer (CFO) for renowned companies like Solanellas Nuts, The Nut Club, and the Marina D’Or Group in the Spanish food sector. Additionally, he serves as an Independent Director and External Consultant for energy companies across Brazil, Australia, and Africa.

José Antonio’s impressive professional journey is complemented by a strong academic foundation, having studied at prestigious institutions such as Harvard Business School, IE Business School, and Esade. His contributions to the business world have been widely recognized, with accolades including the Santander Bank Award (2021), Foreign Trade Award (2023), and the Global Inspirational Leaders Award (2024).

In an interview with Business Frontier, José Antonio reflects on his career, sharing insights into his leadership philosophy, significant industry contributions, and his approach to navigating the challenges and disruptions of today’s rapidly evolving business landscape.

Q. Can you walk us through your professional journey and share the milestones that have defined your career?

Over the course of more than 25 years, I have had the opportunity to take on significant leadership roles in a variety of sectors. I started my journey as a financial director in diverse industries including energy, food, construction, and real estate. Most notably, I served as Chief Financial Officer (CFO) for the Marina D’Or Group, overseeing financial operations across Spain, South America, and Asia.

More recently, I took on the role of Financial Director at Solanellas Nuts and The Nut Club, both key players in the Spanish food industry, while also acting as an Independent Director and External Consultant for companies in Brazil, Australia, and Africa. My experience spans various sectors, such as energy and oil, and I have worked extensively as a financial advisor to organisations in emerging markets, including Brazil, Nigeria, and Hong Kong. Alongside my professional career, I have always maintained an active academic presence, delivering lectures and seminars at leading business schools.

My academic background includes a degree in Economics and Business from the University of Valencia and several postgraduate studies at institutions like Harvard Business School, IE Business School, and Esade.

“My efforts led to the successful restructuring of the company, including the divestment of assets and land in Europe, South America, and Asia. I also led various mergers and acquisitions, ensuring that the company emerged from this crisis in a strong position.”

Q. What are the major contributions you have made to your industry?

One of my most significant contributions was managing one of the largest bankruptcy proceedings in Spain, involving a construction company within the Marina D’Or Group. I played a key role in ensuring the group’s continuity by negotiating agreements with financial institutions, suppliers, creditors, and public organisations. My efforts led to the successful restructuring of the company, including the divestment of assets and land in Europe, South America, and Asia. I also led various mergers and acquisitions, ensuring that the company emerged from this crisis in a strong position.

Another notable contribution was my involvement in the creation of the SM Global Service Holding for Repsol, aimed at providing tax and organisational advantages. I led studies to assess the impact of the restructuring process and ensured the successful execution of the entire operation, which allowed the company to streamline operations and improve profitability.

Q. List any recognitions, awards, or honors you have received throughout your career.

I have been fortunate to receive several recognitions over the years, including Santander Bank Award 2021, Foreign Trade Award 2023, Global Inspirational Leaders Award 2024¸United Nations Global Excellence Award 2024, Top CFO of the Year 2024, The Most Impactful Leader of the Year 2024, CFO of the Year 2025 and Finance Marvel of the Year 2025.

These awards are a testament to the hard work and dedication that I have put into my career, and I’m proud of the impact I’ve made within my industries.

Q. What leadership values or principles do you strongly believe in and implement?

As a leader, I believe in guiding my team not just through strategy, but through core principles that shape both the work environment and the outcomes we achieve. Over the years, I’ve come to understand that leadership is about more than just directing; it’s about empowering others, creating a sense of purpose, and fostering a culture where integrity and growth are at the forefront. These are some of the principles which are the foundation of my leadership approach –

•  Integrity: This is paramount. It’s about consistently following through on commitments, being transparent, and owning up to mistakes when they happen.
• Empathy: I place a high value on empathy. A good leader understands and supports the team’s well-being, listens to their concerns, and fosters an environment where people feel valued and understood.
• Vision: Another key principle for me is vision. I make it a priority to clearly communicate long-term goals so that the entire team understands how their daily work fits into the bigger picture.
• Accountability: As a leader, I believe you must take responsibility for your actions and decisions while encouraging others to own theirs. This creates a culture of responsibility.
• Empowerment: I aim to delegate tasks meaningfully, trust my team to execute their responsibilities, and celebrate their achievements.
• Continuous Learning: I emphasize the importance of continuous learning by encouraging feedback, fostering personal and professional development, and remaining open to new ideas.
• Servant Leadership: This means leading by supporting the growth of others and removing obstacles that may hinder their progress.

Q. How do you approach challenges and disruptions in your industry? Share any strategic solutions you have applied.

Throughout my career, I’ve faced several challenges, especially during the financial crises and the restructuring processes I’ve managed. One of the most challenging moments came when I oversaw the bankruptcy proceedings for the construction company within the Marina D’Or Group. During that time, we were dealing with a massive crisis due to the global financial downturn and the bursting of the real estate bubble in Spain. My approach was to secure agreements with financial institutions, suppliers, and creditors, and I also had to navigate complex legal and organisational issues to protect the company’s interests.

I also managed the restructuring of the SM Global Service Holding for Repsol, where I had to assess the long-term business impact and make decisions about divesting certain operations to ensure greater efficiency and profitability.

The key to handling these challenges was maintaining a clear strategy and communication at every stage. Whether it was negotiating with banks, managing stakeholder expectations, or aligning my team with the new direction, ensuring that everyone was on the same page was critical.

Q. What are your core responsibilities, and how do you ensure your role aligns with the company’s strategic objectives and vision?

In my role as a CFO, I am deeply involved in financial management and operational decision-making. However, I also take on strategic advisory roles as an Independent Director and External Consultant for several international companies. Balancing these roles requires careful time management and strategic thinking.

To ensure alignment with the company’s objectives, I work closely with senior leadership to understand long-term goals and align financial strategies accordingly. Additionally, I emphasize building strong teams in each organisation to manage day-to-day operations effectively, which allows me to focus on broader strategic initiatives.

I also leverage the skills developed in my role as a CFO—such as risk management, strategic planning, and financial oversight—to guide my contributions as a director and consultant. This way, I can apply my expertise across different sectors and geographies, ensuring that all roles I hold are synergistic and aligned with the overall company vision.

Q. What are your thoughts on the future of leadership in the era of AI and digital transformation?

As we move into an era dominated by AI and digital transformation, leadership will inevitably need to adapt. The future leader will have to combine traditional leadership skills with a deep understanding of emerging technologies and their impact on business.

CFOs and other leaders need to leverage AI and data analytics to make informed decisions. Technology will continue to change the way we manage financial processes, from accounting to risk management. Leaders will need to stay ahead of technological advancements to ensure that their organisations remain competitive and resilient.

At the same time, human qualities like empathy, vision, and integrity will continue to be essential. Even with technological advancements, businesses still rely on people, and a leader’s ability to connect, inspire, and support their team will never lose its importance.