She has been trained at the Training School of Arthur Andersen at local and international levels and in various educational institutions. She served as executive director of Fisheries Exalmar SA (1996 - 2005), as manager of administration, finance and business at Fima SA (1990-1995), and as auditor at Arthur Andersen & Co. (1983-1989). She has worked in her current position since 2006.
IntraFish: How did you begin working in the seafood industry?
Rossana Ortiz Rodriguez: I used to work at a leading company in the metal mechanic industry in Peru. We supplied some companies within the fishing industry, provided specialized engineering services, manufacture and installation of equipment for fishmeal and fish oil plants and other production sectors. In 1991, I was responsible for the financial consultation of clients, which is how I met Victor Matta [Exalmar's founder and chairman of the board]. Through him I got to know the fishing industry and learned about its dynamism, its values and perspectives as a global provider of a healthy protein diet. That’s how I fell in love with the industry.
Back then, the country was affected by terrorism and we had a lack of mining projects so we started looking into the fishing sector. I remember Victor's commitment to invest in something he really believed in. I found his courage of investing everything he had, and his faith in himself, admirable and I connected with him because of his courage to face any challenges and the values we shared.
By 1995, I was the CFO of the metal mechanic company and was in charge of the financial consultations and project actions. Victor and I had worked together for a while and he was about to open the second fishmeal plant. He said he wanted to professionalize the company and invited me to work with him. I accepted. He always reminds me that the first thing I told him was: I have come to work with you in order to grow together.
IF: What attracted you about the seafood industry?
ROR: What attracted me at the beginning was that the industry was still at its beginnings and faced with big challenges, even though I knew the value of the business, which is the value of the protein. With this fundamental value, and if we maintain the vision of the founder and our desire to achieve an important position in the sector, develop the fishing industry and contribute to the provision of a healthy diet with a high protein level, we can build on these factors and the growth process. I immediately fell in love with the idea and with the challenge.
In fact we encountered several challenges and obstacles in the coming years like the El Nino phenomenon and the international crisis between 1998 and 2000. Those were difficult times, and other companies stumbled but we had the ability to overcome the adversity. We faced them successfully, taking strategic financial decisions such as organic growth and inorganic growth including an IPO and an international issuance of bonds.
I think we have a proven ability to adapt ourselves, and the agility and speed to keep fighting against any adversities while at the same time being innovative.
IF: What obstacles have you faced in your career a man might not have encountered?
ROR: With a young industry and with little experience in the sector, there was a time when I had to work almost 18 hours a day, which was not a normal life.
I think the biggest obstacle for a woman is that she has to make a bigger effort to achieve her professional goals, especially in the case of a young industry such as ours. In order to prove herself a woman has to do exceptional things and work more. Her success also depends on her availability of time, which may be affected due to her role as a mother.
IF: Would you encourage other women to seek a career in this industry? Why?
ROR: Yes, because now it is a more stable, organized and professional industry. As such it may not require the efforts I had to put in when I started in the business.
This is a sector where creativity and an ability to adapt and respond to challenges quickly is needed, which are traits women bring with them.
IF: What advice would you give aspiring female seafood executives?
ROR: I definitely would tell her to get into it and to persist.
IF: What are the biggest challenges facing female seafood executives in the industry?
ROR: The biggest challenge is for anyone in a leadership position is to listen and understand the diversity of all the stakeholders a fishing company can have, to try to balance all the different interests and needs, integrating financial targets with the levels of commitment and connection with people, and the development of human talent.
In the case of fishing companies we have to report to investors, workers, financial institutions, customers and suppliers, but we also have the diversity of artisanal fishermen, fishing vessel owners and members of our crews and vessels. I think women normally have a higher sensitivity to bring all these different stakeholders together and achieve a connection.
IF: How can the industry recruit more women into the sector?
ROR: By presenting these attractive challenges, which also involve the search of a social transformation, especially with this new generation that I feel has a higher sensitivity and connection with its social role in society.
IF: If there were one thing you could change about the industry to make it a better place for women workers, what would it be?
ROR: I wouldn’t change much as I think it is a more attractive industry for women today than it used to be.
However, it is important to understand and incorporate this social role. In order to achieve a genuine social transformation one has to connect with people, promote the development of fishing vessel owners and artisanal fishermen, as well as creating trust and close relationships with all the stakeholders.
IF: What was the dumbest advice a man in the seafood industry has ever given you?
ROR: After the crisis of 1998-2000, an investor was pressured by the banks to sell off his vessels separately, in order to pay his debts. My proposal to the committee was to support the investor and rent and operate his assets and probably evaluate an acquisition later.
The men sitting on the internal committee that evaluated the proposal, rejected it saying it was too risky and complicated. However, I insisted on the proposal and we eventually went with it. Today these assets represent three of our vessels and one of our plants, Chimbote. We also have a close relation with this investor and his family, who are eternally grateful to us.
I remember this experience and others as a fear of change and lack of toughness. I think the instinct of women because of their role as a mother, creates an important courage protecting not only herself but others.
