Precision Perspectives - Antonio Pinto

A conversation with Antonio Pinto, Director, Financial Planning & Analysis | Europe - Brown Forman

Antonio Pinto, Director, Financial Planning & Analysis

For our very first conversation in the Precision Perspectives series, we were delighted to sit down with Antonio Pinto, a seasoned finance leader who has led teams and transformations across multiple countries.

Antonio shared his perspective on leadership, the experiences that have shaped his approach, and the lessons he believes future leaders can take forward.

It was a fascinating discussion with someone who continues to make a strong impact in the finance world and we’re excited to share his insights with you

You’ve built your career across different finance roles, where you went on to lead FP&A for Europe in the business. Looking back, what first drew you into finance?

"I actually started out in Accounting, and that gave me a really solid grounding, not just in the numbers but in how a business truly operates behind the scenes. From there, I moved into Commercial Finance, which was a big turning point because being closer to the frontline and seeing how decisions played out in the market showed me just how dynamic finance could be. Later, stepping into FP&A and helping to launch areas like Revenue Growth Management gave me the chance to really connect strategy with execution. That is what keeps me passionate today: finance is not just about reporting numbers; it is about being a partner to the business and helping shape the decisions that move the company forward."

Looking back, what has been the most pivotal challenge in your career, the moment that truly tested you as a leader and shaped who you are today?

"One of the biggest turning points was when my team doubled in size as I launched two new functions, Revenue Growth Management and Sales Forecasting, to strengthen collaboration with Production.

Even though we were already a strong and engaged team, I quickly realised I had to uncover my blind spots as a leader. If I wanted the team to thrive, I had to adapt my style to different personalities and working methods. I worked closely with HR, running workshops and 360° feedback sessions, which really opened my eyes to being more inclusive and flexible.

The result was a team that was not just performing well but felt empowered and united, and many of them went on to grow their careers further. Personally, I was humbled to be recognised internally as one of the company’s most inclusive leaders. But what really stands out is the story of a colleague on the autism spectrum who had often been overlooked. In our environment he thrived, and his career really took off. That experience changed me as a leader, it shaped how I think about people, inclusion, and what it means to help others succeed."

How do you balance technical excellence with strategic vision and ensure FP&A insights really influence the business?

"For me, technical excellence is the foundation because without it you do not have credibility. But the real difference comes when you move from being a reporter of numbers to a genuine business partner. That means staying close to the frontline, seeing how strategy unfolds in reality, and building strong relationships across functions so you understand their world in depth.

When you combine that proximity with strong analysis, your work becomes more than numbers on a slide. It becomes insights and recommendations that the business can act on, and that is how finance earns influence and helps set the direction of the company."

How do you keep your team motivated in high-pressure environments?

"In high-pressure moments, I have found motivation comes from clarity and purpose. It is not just about what we deliver, but how we work together to get there. I make sure the team knows why their work matters, keep feedback open and honest, and adjust workloads when things get intense. We also celebrate quick wins, which is so important when the pressure is on.

I encourage everyone to have a voice, not just produce numbers. When people feel their perspective matters, they become more engaged and resilient. Over time, that has built teams who are not only visible across the organisation but also growing personally and professionally, knowing they have my full support."

Finance is evolving rapidly with digital tools and data analytics. How has this shift impacted your approach to FP&A?

"Digital tools have completely changed what is possible in Finance. I have led system rollouts, automated reporting, and even introduced AI into daily routines, all of which freed up the team to focus on insights rather than manual tasks.

But what I have learned is that the biggest challenge is not the technology itself, it is change management. You need to bring people with you: train them, build confidence, and show them how these tools can make their lives easier. When that happens, Finance becomes faster, more forward-looking, and much more strategic in how it partners with the business."

What role has mentorship or sponsorship played in your career, and how do you pay that forward to others?

"I have been incredibly lucky to have great mentors and coaches throughout my career, both inside and outside the company. Introspection and therapy have also been important for me, and it is something my family values deeply, which has helped me stay grounded and connected.

Mentorship, for me, is about honesty and generosity. I share not just the successes but also the mistakes and failures, because that is where the real lessons are. Some of my greatest satisfaction comes from seeing colleagues in Finance, and even in other departments, grow not just into stronger professionals but better people. I try to give others the same openness and support that I have been fortunate to receive."

If you could go back and give your younger self one piece of advice, what would it be?

"I would say, keep building technical excellence but never forget that soft skills matter just as much. The way you connect, communicate, and influence people is what sets you apart.

I would remind myself to stay curious, keep learning, and not shy away from challenges outside my comfort zone. And most of all, to enjoy the ride, because the most rewarding part of a career is not just the achievements, it is the journey itself and the people you share it with."

And finally, from your journey so far, what is the one “precision perspective” you would like to share with the next generation of finance leaders?

"Finance is evolving faster than ever. Technical mastery will always be essential, but the leaders who stand out will be the ones who embrace automation, AI, and digital tools, using them to create space for judgment, influence, and strategy.

Do not just deliver numbers, understand the story they tell and get out into the business to see the reality behind the data. Learn to communicate like a partner, not just an analyst, and find mentors who can stretch your thinking beyond your immediate role.

If I had to distil it into one message, it would be this: stay humble, stay curious, and never stop investing in yourself. Challenge the status quo, but do it with empathy, and always put people at the centre. With that mindset, you will not just adapt to the future of Finance, you will help shape it."

Antonio’s perspective highlights how finance leaders today must balance technical mastery with people-centric leadership. His journey sets the stage for what Precision Perspectives is all about: sharing the stories and lessons that will inspire the next generation of finance talent.

Stay tuned as we continue our Precision Perspectives series, bringing you more conversations with finance leaders shaping the future.