After more than a decade as a CFO and leadership roles spanning mergers and acquisitions, regional finance and business operations, Enrique Patrickson recently stepped into the CFO role at Hexagon. The global technology company combines advanced measurement, positioning, software and hardware to help customers solve complex challenges across manufacturing, aerospace, mining, construction and many other industries.
Hexagon’s technology touches much of the modern world, supporting industries that underpin everything from commercial aviation and automotive manufacturing to smartphones and industrial AI. Patrickson joined the company at a pivotal time as it continues expanding its role in bringing real-world artificial intelligence and autonomy into industrial applications.
In this edition of CFO on the Spot, Patrickson shares why finance leaders should focus on simplifying complexity, using psychology as much as accounting, and developing the confidence to challenge assumptions while helping businesses create long-term value.
Tell me a little about yourself and your journey to becoming a CFO.
I don’t think there’s one single moment that led me to becoming a CFO. Looking back, it was really a combination of different leaders seeing certain behaviors in me over time. Business acumen, curiosity, an interest in solving business problems, my experience in mergers and acquisitions, and having a strong finance foundation all played a role.
About 10 years ago, I took my first CFO position after leading M&A at Electrolux. My leaders saw someone who was curious, eager to solve business problems, and someone who had built trust across the organization. That led to an opportunity to become CFO for Asia Pacific, which turned out to be an incredible learning experience because the region is so dynamic and requires constant adaptation.
If I go back even further, one of my earliest business leaders taught me lessons about curiosity, humility, and courage that have stayed with me throughout my career. I’ve been fortunate to work with many leaders who coached and challenged me along the way, and I’m very grateful for everything they invested in my development.
Hexagon’s website describes its work as “Microns to Mars.” Can you tell us a little about the company?
Hexagon is an advanced measurement and positioning technology company that combines software and hardware to solve important business problems across many different industries. Whether it’s manufacturing, mining, aerospace, or infrastructure, our technology helps customers measure and understand the things that matter.
One aspect I find especially rewarding is that sustainability is clearly embedded in what the company does. Its technology can be used for applications ranging from building a bridge or an airplane to protecting the Amazon rainforest.
What is your opinion on how a CFO drives transparency and accountability?
For me, it starts with simplification.
As finance leaders, we often make things more complicated than they need to be. We create multiple definitions for the same metrics, build increasingly complex governance structures, and spend too much time debating what the numbers mean instead of understanding what’s actually happening in the business.
Simplifying reporting allows leaders to move faster. It creates clearer visibility into where problems exist and helps everyone understand performance in the same way.
I also believe finance should always follow the cash. Understanding how value moves through the business, from the initial investment until cash returns to the company, creates much stronger transparency and accountability.
Today’s CFO has two responsibilities: creating value while also protecting it. How do you balance those priorities?
Finance leaders have to live with that paradox every day.
On one hand, you’re protecting the company’s assets by making sure accounting, tax, controls, and audit processes operate effectively. Those foundations have to be strong.
At the same time, creating value means helping the business understand where it’s heading, challenging assumptions and constantly asking whether capital is being allocated to the highest-value opportunities.
Forecasting is important, but it’s only part of the job. Finance leaders also need to challenge decisions, reframe discussions and help business leaders understand how today’s choices affect tomorrow’s value.
How important is the psychology of financial leadership?
I think it is becoming increasingly important.
Finance should not simply be the function that confirms the chart of accounts, debits, and credits are correct. We have knowledge and insights that can help move the business forward.
That means challenging assumptions, questioning projects, and helping leaders understand how an initiative affects valuation, cash flow, and P&L performance. Finance teams also need to feel empowered to speak up when they believe an investment is not heading in the right direction.
The psychology comes from knowing how to challenge the business without being viewed simply as the police at the table.
Pricing is often described as an overlooked value lever. Why do you think that is?
Pricing is probably one of the most important value levers that finance professionals sometimes avoid.
Tracking costs feels more comfortable because it’s measurable. Pricing introduces more uncertainty and requires a deeper understanding of customers, markets, and commercial strategy.
Finance can partner with commercial teams to understand where orders are being won or lost and whether the company is overlooking untapped market opportunities or profit pools.
What do you do outside of work to prevent burnout?
I do a fair amount of sports. Running, cycling, and playing tennis are the activities I tend to enjoy.
In one of my first meetings with the Hexagon finance team, I showed them a slide of a pillow. I told them that we are a group of thinking machines, so how we operate ourselves matters. Sleep, what we drink, and exercise are all important.
I also have a family with three children, and I try to spend time with them. Two have left home, so it is not very often that we get all three together.
What advice would you give someone hoping to become a CFO?
Don’t be afraid to raise your hand.
Take on business challenges outside your comfort zone because that’s how you learn new things and broaden your perspective.
I also encourage people to spend time with colleagues in different parts of the organization. Learn how marketing, product management, supply chain, and operations define success. That curiosity will make you a much stronger finance leader.
One of the most valuable experiences in my own career was stepping outside finance to run businesses before returning to CFO roles. That operational perspective shaped how I think about finance today.
If you weren’t a CFO, what career do you think you would have pursued?
That’s a difficult question.
I think it would probably be something connected to sports or the academic world. I enjoy reading about geopolitics, history, economic history, psychology, and leadership.
At the same time, I’ve always enjoyed sports and could see myself pursuing something in that world as well.
What’s currently inspiring you?
One of the most rewarding things I’m involved in is coaching the founder of a young startup.
I also enjoy mentoring younger professionals and seeing them succeed in their careers. At my previous employer, we also helped young people in less affluent areas of Stockholm with studying and homework. I found that rewarding because it allowed me to encounter different cultures and perspectives.
I learn just as much from younger generations as they learn from me. They bring different perspectives and technical skills, and I think that kind of reverse mentoring is incredibly valuable.
After more than a decade as a CFO and leadership roles spanning mergers and acquisitions, regional finance and business operations, Enrique Patrickson recently stepped into the CFO role at Hexagon. The global technology company combines advanced measurement, positioning, software and hardware to help customers solve complex challenges across manufacturing, aerospace, mining, construction and many other industries.
Hexagon's technology touches much of the modern world, supporting industries that underpin everything from commercial aviation and automotive manufacturing to smartphones and industrial AI. Patrickson joined the company at a pivotal time as it continues expanding its role in bringing real-world artificial intelligence and autonomy into industrial applications.
In this edition of CFO on the Spot, Patrickson shares why finance leaders should focus on simplifying complexity, using psychology as much as accounting, and developing the confidence to challenge assumptions while helping businesses create long-term value.
