INTHEBLACK June 2025 - Magazine - Page 35
asset to his career. These abilities, he believes,
played a crucial role in securing the necessary
positions for the Brazil mine, bridging both
cultural and professional gaps to make the
venture a success.
“I moved from Colombia to the UK,
then to Australia in 2010,” he says.
“Being fluent in several languages has been
valuable in overcoming language barriers
and building connections with people,”
the now Western Australia-based
Bernal says.
In addition to the exposure to a range
of countries, cultures and projects, for Bernal
part of the attraction of working in the
sector is the value creation that comes
with it. Mergers and acquisitions are a
common occurrence, as high-potential
smaller exploration companies often attract
larger players who take a significant stake
or assume control as operations grow.
“Many of the companies I have been
involved with have changed hands,
and participating in those transitions
has provided me with valuable experience
in developing strategies for implementation
and change management,” he says.
The project in Brazil was incredibly
successful, and it was not surprising that
it was taken over, Bernal says.
“We anticipated becoming a target
sooner rather than later. We were prepared
for a takeover, and when the company
approached us, it came as no surprise.
However, our primary focus was ensuring
that all communications, procedures
and controls were in place to facilitate
a smooth transition.
“In the M&A space, success is measured
by the ability to grow and transition
effectively. Especially moving from a junior
to a mid-tier company, an acquisition
is often the natural outcome,” he says.
The key to managing this type of change
is to be adaptable, Bernal notes.
“For me, the ability to set a strategy
and quickly adapt to changes has been
crucial to success. It’s also something I’ve
helped organisations with — guiding them
on how to respond to change effectively
and efficiently.”
TALKING THE TALK
Communicating clearly in the M&A space
is paramount, because a lack of transparency
can create confusion within a team and lead
to negative outcomes.
“Once it was clear a takeover was
imminent, I ensured that everyone
in my team understood what to expect
and worked toward that goal collectively,”
he says. “Similarly, when we acquire other
projects, I foster collaboration with the
various stakeholders while acknowledging
and respecting our differences.
“In international teams it’s important
to remember that, while we all share common
goals, we come from diverse backgrounds
and cultures. Understanding and respecting
these differences is crucial, as it allows us
to leverage them to our advantage.”
Bernal’s recent role at SQM included
managing strategic growth in Australia
and China. One of his key challenges
was ensuring smooth communication among
all stakeholders.
In a 50-50 joint venture with Wesfarmers,
the company is currently building a refinery
that is projected to produce 50,000 tons
of lithium hydroxide annually. SQM also
holds a 50-50 joint venture with Hancock
Prospecting, which is currently developing
the jointly acquired Andover project for
A$1.7 billion.
“Mining is definitely a high risk, high
reward industry,” he says.
“It is rewarding to see how mining
companies evolve from exploration
to construction, operations, then eventually
becoming a takeover target or executing
a takeover themselves.
“Witnessing teams work seamlessly
through these transitions is truly
phenomenal. I believe that is the greatest
reward,” he says.
“Regardless of where the project is
located, it’s about the satisfaction of getting
the job done.” ■
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