The Power Of Trust In Global Finance Leadership – Interview with Finance Executive, Malgorzata Guyot
- Mar 5
- 4 min read
Updated: Mar 6
Malgorzata Guyot is a strategic finance executive with over 20 years of international experience across audit, consulting, manufacturing, automotive, and pharmaceuticals. She has held senior roles at KPMG, PwC, and Nissan, as well as advised growth-stage companies and startups navigating launches, M&A transactions, and complex transitions. Her work has taken her to Paris, London, Warsaw, and the United States, and she has collaborated with teams in Japan, India, and Australia, experiences that shaped her global mindset and understanding of cross-border governance and strategic growth. Today, she serves as an advisor, collaborating with C-suite leaders, boards and finance teams to define financial strategies, governance frameworks, and roadmaps to create value. She is also actively engaged in mentoring founders within the entrepreneurial ecosystem. Malgorzata holds a PhD from Telecom SudParis in France and is currently based in Charlotte, North Carolina.
Malgorzata Guyot, International Finance Executive
Who is Malgorzata Guyot?
If I had to describe myself in one sentence, I would say I am future-oriented, willing to take calculated risks, and eager to learn from others. Professionally, I am a strategic advisor with over 20 years of finance experience across Europe and the United States. Personally, I am a mother of three daughters who have joined me on a journey of living, learning, and working across countries and continents, experiences that have shaped our resilience, adaptability, and global approach.
Can you tell us a bit more about your professional journey?
I began my career in global consulting firms before moving into finance and audit leadership roles within multinational organizations across manufacturing and pharmaceuticals. I spent much of my career in Paris and later relocated to the United States for a finance executive mandate. Today, alongside my colleagues at Brentwood Advisory Group, I support companies preparing for geographic expansion, post-deal integration, IPO readiness, or private equity transactions. I also dedicate part of my time to startups and remain active in entrepreneurial ecosystems through accelerators, incubators, and angel networks.
You have lived in several countries, on different continents. How do you deal with changes?
Living across countries teaches you that you can feel at home everywhere and nowhere at the same time. It builds adaptability, but it also requires resilience, as you often restart from scratch.
Professionally, two elements matter most. First, understanding cultural nuances requires listening more than speaking. Europeans may express dissatisfaction very differently from American or Indian teams. Second, building your reputation in new environments demands clarity and confidence about the value you bring, especially as a foreign woman navigating global leadership spaces.
What is the non-negotiable principle in the way you work?
There is a powerful quote from the book “The Warren Buffett CEO" by Robert P. Miles. “Integrity is probably the most important quality in a person. It’s so important that, when I do deals, I basically assume that I will not have to read the contract. And when I discover that I’m dealing with people with whom I do have to read the contract, I don’t do any more business with them.” Of course, my contracts are signed. However, trust is foundational. The fact that most of my work comes through referrals is, to me, a clear indicator that I have built lasting, trust-based professional relationships.
How do you approach a new client?
As you grow in your professional, you realize that it is not about “owning the room.” It is about being simple, respectful, and interested instead of interesting. When I start working with a new client, I need to understand where they are and where they want to go. Sometimes you may have your own vision, but your mandate as an advisor or board member is to understand the shareholder’s vision and use your expertise to help make it successful. That does not mean avoiding disagreement but ultimately, the goal is delivering the highest level of expertise, not insisting on decisions.
How do you evolve and stay updated and continually evolve in your area of expertise?
There are two key elements that help me stay relevant and continue bringing value: reading and interacting with peers. As a PhD holder, I consider myself a lifelong learner. I read books and newspapers daily, alternating between professional and personal subjects. Often, personal books teach good lessons about how to approach complex situations. The second element is engaging with peers. Participating in discussions and panels helps me understand trends, challenges, and industry benchmarks. I am a member of the CFO Leadership Council and I co-Chair of the Program & Education Committee of the Private Directors Association, an organization that brings together board members of private companies.
How can potential clients get in touch with you to benefit from your expertise?
The most effective way to reach me is via my website or LinkedIn. I typically work with boards, CEOs, and finance teams navigating growth, international expansion, governance strengthening, or capital transitions. I am particularly interested in collaborating with companies that have international exposure or an international growth strategy, for example, companies headquartered in the U.S. and interested or present in European markets, or vice versa. I bring an understanding of both markets, as well as networks on both sides of the Atlantic.
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