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7 Questions with Oscar Rombola
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7 Questions with Oscar Rombola
Name: Oscar Rombola
Current title: Managing Director
Current organisation: eCapital
Oscar is an experienced financial executive and advocate of invoice factoring services for over 22 years. His expertise places him as a leading consultant and recognized authoritative voice within the factoring industry. He has served on the IFA USA advisory board for two consecutive terms and he is the current President and Founder of the IFA Canadian Chapter. Oscar has held several executive positions at factoring and financial companies in the past.
As a co-founding partner of ITC Invoice to Cash, Inc. he again served as Vice President of Business Development for over eight years. Oscar’s current role is to grow and develop strategic relationships for eCapital’s Freight Factoring Division. He is a graduate of York University and Laval University and, he also, holds Financial Advisor designations from Ontario.
1. What have you found most challenging as a CEO or executive of a large enterprise?
Striving to communicate fluently between departments. Reducing the number of meetings and developing sustainable and scalable systems.
2. How did you become a CEO or executive of a large enterprise? Can you please briefly tell the story?
I have been involved in Finance for over 25 years. I started my career as VP of Business Development at a small Factoring Company. The company changed ownership and I decided I wanted to start my own company. I joined forces with another professional of the industry and we created a technology oriented factoring company , whereas technology was not much utilized. After a few years we merged with a larger corporation benefiting from access to capital and more sophisticated processing systems. A few years ago opportunities and deals came our way to acquire other financial companies and we required extra capital. At that point we understood we needed to move to the next level by joining an international company which will allow exponential growth. Now we are part of eCapital !
3. How do you structure your work days from waking up to going to sleep?
Early mornings are always a way to plan and take time to reflect on my daily responsibilities. An early run, a moderate breakfast, social media postings, emails, meetings and business development in the afternoon. Weekends are dedicated to the family and I spend time away from the city at a cottage where I reconnect with nature.
4. What's the most recent significant leadership lesson you've learned?
Recognizing the importance of the team and listening with humility to others. My success is definitely due to my team and support.
5. What's one book that has had a profound impact on your leadership so far? Can you please briefly tell the story of how that book impacted your leadership?
There are many books and articles I read on an ongoing basis. I especially like to read how other cultures deal with the growth of companies, in a resourceful and innovative way. It is important to be in contact with trends in the industry. I read several weekly publications, The Economist, Fast Company, Harvard Business Review and several newspapers from around the world. Mostly in English , French and Spanish. The 4 Disciplines of Execution by McChesney, Covey & Huling has been important in the development of executives throughout the company. Scaling Up by Harnish assisted us to envision our company's growth.
6. How do you build leadership capacity in a large enterprise?
The evolution of the team as an organic element within the organization allows the alignment of executives to reach a level of understanding unique to your company. Bringing new individuals from different backgrounds develops a certain agility in the group which keeps the momentum going. Diversity and developing strong relationships within specific circles bring consistency, alignment and ultimate success. When I speak about diversity I include every aspect of it.
7. What is one meaningful story that comes to mind from your time as a CEO or executive of a large enterprise so far?
The ability to change and to adapt. Case in point; the pandemic. The same way we were confronted with a completely unknown challenge, companies needed to adapt and pivot. This single event will continue to mark our level of resilience.