What qualities do you consider essential in an executive today?
Today’s executives need a balance of technological expertise, strategic vision and interpersonal skills. In particular, emotional intelligence and empathy, adaptability and resilience, effective communication, the ability to delegate, informed decision-making and a strategic vision focused on the long term stand out.
What talent priorities do you consider critical for your organisation over the next three years?
The three critical talent priorities at B. Braun for the next three years are integrating artificial intelligence, focusing on skills and improving the employee experience. AI and analytics enable a more predictive approach to talent management; demonstrable skills are becoming more relevant than traditional qualifications; and flexibility, together with wellbeing, is becoming a key factor in retaining talent in a constantly changing labour market.
Which internal initiatives are you especially proud of?
Programmes such as Family Part-Time, Actívate, Forum and 12 meses, 12 voces reflect an approach to talent rooted in care. Their aim is to create environments where people can develop, connect and contribute their full potential without having to give up any important dimension of their lives.
How do you think leadership will evolve in the coming years?
Leadership will evolve towards a more humanistic, technological and adaptable model, in which leaders will move away from focusing on control to become facilitators of talent. Their success will depend on their ability to inspire trust, support people’s development, drive technology adoption and create high-performing environments sustained by empathy.
Artificial intelligence will reduce the operational workload, allowing greater focus on strategy, ethics and human development. At the same time, energy management, flexibility and diversity will become key factors in achieving sustainable performance over time.
What skills will executives of the future need to master?
Future executives will need to lead in an environment shaped by technological disruption and constant volatility. To do so, they will need to combine AI literacy, ethical governance, learning agility and systems thinking with a strong ability to manage change sustainably.
Their role will be to drive transformation while keeping people’s wellbeing in view, creating safe, resilient environments equipped to connect business impact with social and human responsibility.
What inspires you about the new generation of professionals?
The new generation of professionals, led by Generation Z and the first AI natives, is redefining the relationship with work through authenticity, purpose and balance in life. They are not simply looking for a position, but for organisations that are consistent with their values, have a real impact and offer less hierarchical cultures.
Their ease with technology, their ability to co-create and their healthier understanding of professional success are encouraging companies to evolve towards more transparent, flexible and human models.
What book, film or other reference has had an impact on you recently?
The most recent book to have an impact on me is Atrévete a liderar, by Brené Brown, because it redefines leadership through courage, vulnerability and the ability to develop other people’s talent.
I find her approach particularly inspiring in arguing that leadership is not about status or power, but about building trust, acting on strong values, learning from mistakes and creating psychologically safe environments where people can grow and contribute at their best.
If you could summarise your professional philosophy in one sentence, what would it be?
If I had to sum it up in one sentence, it would be: “Drive business profitability by transforming organisations into environments of wellbeing, where authenticity, cooperation, generosity and connection to a purpose in life become our greatest competitive advantage.”
What advice would you give a future HR executive?
Learn to speak the language of business to humanise strategy.
Your success will not depend on managing administrative processes, but on demonstrating with data that people’s wellbeing is the engine of financial profitability. In other words, success in Human Resources means showing that financial profitability and human wellbeing are not opposing goals, but two sides of the same coin.
