Spotlight on Andrea Marin

I serve as Chief Financial Officer for Logicalis US, where I partner with our CEO and executive leadership team on financial strategy, planning, capital allocation, and governance. In my role, I focus on helping the business make disciplined, data-informed decisions while continuing to invest in growth, transformation, and long-term value creation. I also serve as Executive Sponsor for our AI Committee, helping modernize how we work and make decisions, and as US Executive Sponsor for Responsible Business, where I champion STEM education to help bring more young people from underrepresented and low-income communities into technology careers.

Before joining Logicalis, I held finance leadership roles with technology and services organizations including ACP CreativIT, Meeting Tomorrow, and Motorola.

Fun fact: I love to cook and consider myself something of a Mexican food specialist. I make a mean mole!

Learn more about the Chicago CFO Community here.

Give us a brief overview of the path that led to your current role.

My path to the CFO role has been shaped by a mix of technical finance experience, operational partnership, and a genuine interest in how businesses grow and evolve. I started with a strong foundation in finance and accounting, then moved into roles where I could work more closely with leaders across the business to connect financial insight to strategy and execution.

One moment in particular changed how I lead. Earlier in my career, while serving on the executive team of a fast-moving, startup-style company, our CEO described me as “disagreeable.” I was genuinely surprised, but it prompted a lot of reflection. I realized I had been operating with a traditional view that a CFO should be rigid and resolute, always sticking to their guns. That feedback pushed me to step outside those boundaries, understand what motivates the people around me, and adapt to different communication styles, and it made me a far better business partner.

Over time, I found that the most rewarding finance roles were the ones where I could help teams see around corners, translate complexity into action, and stay close to business transformation. That is what ultimately brought me to Logicalis US, where the pace of change in the technology industry makes the CFO role both challenging and energizing. It is also a place where we genuinely respect one another’s perspectives and roles, which I believe is one of the biggest drivers of our success.
 

What is one of your guiding leadership principles?

I aim to lead in a way that gives people both direction and confidence. That means creating clarity and accountability, then giving people the space to lead. I believe teams do their best work when they understand the “why” behind priorities, feel trusted to make thoughtful decisions, and know where they are expected to deliver. For me, leadership is about setting high standards, communicating openly, and building trust through consistency, transparency, and partnership.
 

What is the greatest challenge CFOs face today, and how are you addressing it?

One of the greatest challenges CFOs face today is balancing near-term financial discipline with the need to invest in transformation. The pace of change around technology, AI, cybersecurity, talent, and economic uncertainty requires CFOs to help their organizations move with both rigor and agility.

I am addressing this by keeping our focus on disciplined prioritization, data-driven decision-making, and clear measures of business impact, especially as we evaluate investments in digital transformation and AI. It is important that innovation is not measured by activity alone, but by the meaningful impact it creates for the business, our people, and our customers.
 

What is the key to success for someone just starting out as a CFO?

For someone just starting out as a CFO, I think the key is to listen first, learn the business deeply, and build strong relationships across the organization. Technical expertise is important, but the role is also about becoming a trusted partner who can translate financial insight into practical decisions. The most effective CFOs stay curious, ask good questions, and create the kind of transparency that helps the business make better choices.
 

How do you measure success as a leader?

I measure success by the strength of the team, the quality of the decisions we help enable, and the outcomes we deliver for the business. Financial performance matters, but so does the growth of the people around me. To me, successful leadership means building a team that understands the strategy, operates with discipline, supports one another, and continues to grow in capability and confidence.
 

What is the value of being a member of Gartner C-level Communities?

Serving on the Governing Body for the Chicago CFO community over the past couple of years has been one of the most rewarding parts of my membership. The real value of Gartner C-Level Communities is the opportunity to connect with an exceptional peer network of leaders who are navigating many of the same strategic and operational challenges. I stay engaged because the conversations are thoughtful, candid, and grounded in real leadership experience.

I appreciate the chance to learn how other CFOs are thinking about transformation, talent, risk, AI, and business value creation. The community offers practical insight, honest dialogue, and meaningful relationships that extend well beyond any single event.

Governing Body members share their insights and leadership perspectives to shape the agendas and topics that address the top priorities impacting business leaders today.