The article highlights the critical challenge of managing currency risks that businesses face, particularly focusing on three types of risks: transactional, consolidation, and economic. Transactional risks arise from fluctuations in exchange rates between the time a contract is signed and when it is settled, while consolidation risks affect the financial performance of foreign subsidiaries within a group. The economic risks pertain to long-term competitiveness in the markets. Effective management of these risks necessitates clear procedures, centralization of essential functions such as hedging, liquidity, and banking relationships, as well as an established acceptable level of risk.

In the context of the Selena Group, the financial model is described as hybrid. The central headquarters is responsible for financing, reporting, and control, while local finance business partners operate close to the market to support operations and respond to regulatory changes. This structure not only enhances responsive operations but also facilitates mergers and acquisitions, which remain a key driver of Selena's development strategy.

Furthermore, the article emphasizes the transformation of the CFO's role from merely being a budget guardian to becoming a strategic partner within the board. The CFO is now seen as a co-creator of value, involved in capital allocation, risk assessment, and at times, making crucial decisions to veto certain projects. This evolution underscores the significance of finance as a strategic element of growth in modern businesses, especially within complex international environments.