In today’s energy, metals, minerals, and commodities markets, volatility is the norm. From geopolitical shocks to fragmented regulatory regimes, global trade is increasingly shaped by disruption. And just as some regions shape energy transition policies, others are rowing back on their climate commitments.
For Mercuria’s Guillaume Vermersch, to thrive in this environment entails leaning into complexity, not swerving around it. The ability to respond rapidly and efficiently to global change is the core of Mercuria’s business model.
Founded in 2004, Mercuria is one of the world’s largest independent energy, metals, and minerals trading companies. It has three distinct arms.
“We want to be present at every level of the supply chain, from production to end-consumer, to understand where you can add value,” says Vermersch. “This allows us to follow the ‘migrating’ margin from one product to the other. If you’re not present on all those different value chains, you can miss the fact that it’s time to reposition your strategy.”
When you are in that initial start-up phase, the CFO must be an absolute control freak because there’s no margin for error.
Vermersch didn’t step into his role mid-stream. He helped build the business from the ground up. “I’m employee number three in SAP,” he recalls. “It’s not that I’m the third most important person in the company. It’s simply day one, we were three!”
Unlike CFOs who join established organizations, founder-CFOs aren’t just finance specialists; rather, they are company ‘builders’ who have helped shape strategy from the outset. They develop a deep, instinctive understanding of capital deployment, resource constraints, and market dynamics.
In the company’s early stages, the demands of the CFO role were radically different from those faced today. “My job has changed five times, at least,” Vermersch says. “When you are in that initial start-up phase, the CFO must be an absolute control freak because there’s no margin for error.” Managing tight resources and maintaining financial discipline were pillars of Mercuria’s early success and still remain.
That experience leaves a lasting imprint. Founder-CFOs typically see finance not only as a control function but as an enabler of growth, an in-house business partner, which requires agility, innovation, and a hands-on approach. Used to making big decisions based on incomplete information, they often have a higher tolerance for uncertainty than CFOs whose careers have unfolded within slower-moving, more mature enterprises.
Today, Mercuria is a global force, and Vermersch’s role has expanded from pure financial guardian to strategic architect.
It’s a dynamic dual role, he explains. “You have to bring two mindsets to issues,” Vermersch says. “On one side, you wear the controller hat, focused on costs, liquidity, and, more generally, all enterprise risk management. On the other hand, you take on the role of advisor. This is the more creative aspect: finding ways to project where we collectively agree value exists, and where you can contribute to unlocking that value.”
Vermersch sees building a high-performing finance function as essential to delivering on both sides of that mandate. “Around 60-70% of my time is spent thinking about how the finance organization and I can support, enhance, accelerate, and improve the services we deliver to our internal customers,” he says.
That strategic focus has given rise to two major priorities.
The first is embedding technology and data science deep within the finance function.
“Across the finance organization, we are trying to automate, digitalize, and explore how AI can help us to improve productivity, fine-tune controls, enhance our understanding, and produce information relevant to the business,” Vermersch says.
Automation and advanced analytics are upgrading every financial process, from tax to treasury to internal audit. “You need the right technology to produce the right data and the right expertise, talent, and tech support behind it,” he adds.
“Under Vermersch’s financial leadership, the finance function is helping both to execute and accelerate Mercuria’s sustainability goals.”
The second strategic priority is ensuring that finance oversees Mercuria’s shift toward energy transition investments. “In 2021, the firm pledged that, by 2025, 50% of our investments would be in the energy transition. In fact, by 2024, we had already achieved that,” Vermersch notes.
One visible example of this evolution is Mercuria’s sale of its stake in ChargeNet, New Zealand’s leading EV charging network, to Genesis Energy. This reflected Mercuria’s success in incubating and scaling clean energy solutions.
“There are strategic choices that will not only influence where we invest but also shape our trading strategy. They will also dictate the type of traders we need, and the expertise we develop in-house to support this strategy,” he says.
Under Vermersch’s financial leadership, the finance function is helping both to execute and accelerate Mercuria’s sustainability goals, while maintaining the operational flexibility the business demands.
Vermersch represents the modern CFO: building systems, balancing risks with opportunities, and anchoring long-term value creation.
In an industry defined by complexity, speed, fragmentation, and risks, Vermersch represents the modern CFO: building systems, balancing risks with opportunities, and anchoring long-term value creation as a reliable in-house business partner.
“I define 60-70% of my role as a strategic partner,” he says. “This means verifying that what has been decided is implemented effectively. But it also means brainstorming on the next stage and the next opportunity to capture value, while staying consistent with our long-term direction.”
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