Beatriz Malo de Molina

Managing Director
30 years of international experience 
Expert in corporate finance, capital markets, M&A, and corporate governance
Focuses on the consumer goods, industrial, and energy transition sectors
Oslo
@alvarezmarsal
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Beatriz Malo de Molina is a Managing Director with Alvarez & Marsal Restructuring in Oslo. She brings nearly 30 years of international experience in corporate finance, capital markets, mergers and acquisitions, and corporate governance. Ms. Malo de Molina has advised clients in various industries, with a particular focus on the consumer goods, industrial and energy transition sectors. 

Prior to joining A&M, Ms. Malo de Molina worked with McKinsey & Co. focusing on corporate finance; was Investment Director of the family office investment fund Kistefos AS; and served for four years as Head of M&A and on the Treasury Committee of Orkla ASA, a Norwegian consumer goods conglomerate.  

Previously, Ms. Malo de Molina spent 10 years in the Investment Banking Division of Goldman, Sachs & Co., working on capital raising (equity and debt) and mergers and acquisitions (buy- and sell-side) for corporate, private equity clients, and government institutions in the U.S., Latin America, and Europe. She began her career in EY’s Financial Advisory group, working primarily on airline restructurings. 

Ms. Malo de Molina earned a bachelor’s degree from Georgetown University’s school of languages and linguistics, (summa cum laude and Phi Beta Kappa) and a master’s degree from the University of Oslo’s faculty of law. A Spanish national, Ms. Malo de Molina is fluent in English, Spanish and Norwegian, with a good working knowledge of German. She has served on the boards of private equity-owned, private and public companies, including as Chair of the Audit and Risk Committee and Board Chair, working with management teams to achieve and finance growth and performance improvement. 

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In 1981, shortly after Jack Welch became CEO of General Electric (GE), he issued a now-famous directive: Each of the company’s business units had to be number one or two in their markets; if not, they’d have to fix, sell or close it.
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