Florenta Udescu is an investment finance professional with over 15 years’ experience in private investments, corporate governance and deal structuring. At CPP Investments Luxembourg, she contributed to managing a portfolio exceeding €10bn in assets under management and led the Lux deal structuring team with an additional €20bn in global AUM. She was previously part of the team at Apollo Global Management via Lapithus Management that helped established and developed Apollo’s European Credit platform in Luxembourg.

Former director of investment structure management at CPP Investments Luxembourg, she held (as of 2024) board mandates across CPP Investments Luxembourg entities, including CPP Investment Board Europe Sarl, CPPIB Credit Europe Sarl, CPPIB Renewables Europe Sarl, CPPIB Vivaldi II Europe Sarl and CPPIB Vivaldi I Europe Sarl, spanning from 2018 to 2024. Additionally, in 2014, she served as a board member for entities within Apollo Global Management’s portfolio: Asbury Park I Sarl, Asbury Park II Sarl and Asbury Park III Sarl, where she contributed to governance, restructuring strategies and operational oversight.

In these roles, she managed portfolios exceeding €10bn in assets under management, provided governance oversight, ensured compliance and integrated ESG principles into decision-making processes. These experiences also involved investment monitoring, transactional processes, risk assessment and fostering diversity and inclusion. With this extensive background, she is well-positioned to contribute to future board opportunities.

Paperjam: What are the main challenges you’ve faced as a female board member?

Florenta Udescu: Being the youngest and least experienced member of a board was initially intimidating. Overcoming my shyness and gaining confidence to voice my opinions among highly accomplished peers has been a significant personal challenge. Additionally, navigating cultural differences in international governance settings required adaptability and open-mindedness.

How do you handle resistance or scepticism directed at you?

I address resistance by relying on thorough preparation and data-driven insights. I focus on building credibility through consistent professionalism and by fostering collaborative discussions that highlight the value of diverse perspectives.

Do you believe gender equality is improving within boards of directors? 

There has been progress toward gender equality within boards, but achieving true equality requires embracing gender equity. While more women are being appointed to boards, we need to ensure that systemic barriers such as limited access to mentorship, leadership development and flexible work options are addressed. Gender equity focuses on providing the tailored support necessary for women to overcome these challenges, ensuring a fair starting point for everyone. By fostering inclusive policies and creating environments where women can thrive, organisations can accelerate the journey toward genuine gender equality. Although we’re moving in the right direction, a consistent focus on equity is essential to sustain this progress.

What is your opinion on quotas for women on boards?

I believe quotas are not the ideal solution. While they may have accelerated awareness, long-term progress should be driven by equity of opportunity. Board positions should be earned on merit, skills and experience, fostering a culture of fairness and inclusion.

As a female board member, do you feel a particular responsibility to advocate for gender parity and inclusion?

Yes, I feel a responsibility to lead by example and contribute to creating inclusive boardroom environments. I believe in fostering a culture where all voices are heard and respected, ensuring diverse perspectives drive better decision-making.

In your view, how does diversity affect a board’s performance?

Diversity brings varied perspectives and fosters innovative thinking. It improves risk assessment and enhances decision-making by challenging assumptions and encouraging broader discussions, ultimately leading to more robust outcomes.

What solutions or policies could foster better gender parity?

Transparent and equitable recruitment processes. Mentorship and sponsorship programs tailored for women. Leadership training and professional development opportunities. Policies that promote work-life balance, making leadership roles accessible to more women.

What advice would you give to a woman hesitating to take this path?

Don’t underestimate your capabilities. Seek mentors and build your network. Remember, your perspective is valuable, and taking that first step can open doors to impactful opportunities.

Any moments in your career that illustrate the reality of being a woman in this role?

During a board meeting, I presented a proposal that initially faced scepticism due to its innovative nature. By articulating a clear strategy supported by data, I gained unanimous approval, which not only boosted my confidence but demonstrated that preparation and perseverance can overcome biases.

What advice would you give to a young woman who wants to make her mark in society?

Be curious, stay committed to learning and embrace opportunities for growth. Surround yourself with people who inspire and challenge you. Avoid comparing yourself to others or doubting your worth. Focus on your unique journey, and don’t let fear of failure hold you back.