Eureka Case 30 min Undergrad

The Ninety-Day Review

You are Fernando Quintanilha-Mendoza, 58, newly appointed Lead Independent Director of CorpFinancia Andina. The new chair asked you for a 90-day board-effectiveness review. The skills audit is back. The composition recommendation is yours to write.

The situation

CorpFinancia Andina (CFA) is a Lima-listed (BVL) Andean financial holding — retail banking, asset management, microfinance, and a 2024 digital-banking acquisition. €3.8B in revenue. €38B in assets under management. Operations across Peru, Colombia, Ecuador. Founded forty years ago by the Suárez-Galindo family; family still holds 18% with one board seat. New chair Patricia Olaeta-Linares started six months ago, after thirty years operating Andean banks.

The board is nine directors. Average tenure 8.4 years. Strong banking-operating roots: four of nine are ex-CEOs of regional banks. The skills audit you commissioned from Spencer Stuart Lima identified the pattern you suspected: the board is dense on banking-operating and regional-regulatory expertise, and thin to absent on the things the next strategic cycle requires — digital transformation, cyber risk, ESG and climate transition risk, capital-markets sophistication, and modern talent strategy. The chair wants your composition recommendation in two weeks for the November AGM cycle.

Your job in this case: read the skills matrix against the 5-year strategy, model the trade-offs of refresh depth and tenure policy, and bring one composition plan to the chair. The regulator reads board composition disclosures; the family reads the family seat; the institutional holders read tenure and skills coverage; the directors read each other. All of them want different things.

The decision

What composition plan do you bring the chair?

  • A · Minimal refresh — add to the board
  • B · Targeted refresh — replace, don't add
  • C · Comprehensive restructure

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