Aldo Perracini, Chief Financial Officer of Meren Energy Inc. (formerly Africa Oil Corp.), highlighted the growing role of artificial intelligence in transforming Meren’s operations. He believes AI is a “game-changer” for the energy industry, automating routine financial tasks to allow for more strategic decision-making based on real-time data analysis.
According to Global Finance, Perracini outlined the unique challenges of the CFO role in the oil and gas sector, as he stepped into a pivotal role following the company’s transformative acquisition of Prime Oil & Gas Coöperatief U.A. in March 2025. Listed on the Toronto and Stockholm stock exchanges, Meren Energy, with major shareholder BTG Pactual, is focusing on production, development, and exploration across Africa, and Perracini is tasked with steering the company through a volatile industry landscape.
“AI is already automating tasks like reconciliations and invoice processing, freeing up time for deeper analysis,” he explained. “Its real potential lies in real-time modeling of commodity prices, working capital, and credit exposure, enabling faster, strategy-focused decision-making.”
As a strong advocate for AI, Perracini sees it as a game-changer for the industry. He emphasized its capital-intensive nature and price volatility. “Oil and gas is highly volatile, and in deep offshore operations, the capital intensity adds complexity,” he said. “Balancing sharp price fluctuations with long-term project investments is a core challenge for CFOs in this space.”
Perracini, who began his career at BTG Pactual in 2008, described his transition to his first CFO role at a listed company as a steep but rewarding learning curve. “Stepping into Meren involved navigating regulatory demands and building relationships with equity investors,” he noted. A key challenge was integrating the Prime and Africa Oil teams following the acquisition. “It wasn’t just operational; it was cultural. We’ve worked hard to create a streamlined, unified team aligned in purpose and values.”
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To manage uncertainty in a post-Covid world, Perracini emphasized resilience through strategic financial tools. “Volatility has been the norm since Covid-19,” he said. “We hedge a significant portion of our production to mitigate price swings and maintain strong financial buffers—a solid cash position and a low gearing ratio compared to peers.” This approach, he added, ensures Meren’s stability in an unpredictable global market.
Perracini also highlighted the growing role of artificial intelligence in transforming Meren’s operations. “AI is already automating tasks like reconciliations and invoice processing, freeing up time for deeper analysis,” he explained. “Its real potential lies in real-time modeling of commodity prices, working capital, and credit exposure, enabling faster, strategy-focused decision-making.” As a strong advocate for AI, Perracini sees it as a game-changer for the industry.
Looking ahead, Perracini defines success as delivering on Meren’s business plan while building market credibility. “It’s about executing our strategy for shareholder returns and disciplined M&A growth, not chasing production targets,” he said. “We aim to grow carefully while maintaining financial resilience.”
His time is split across financial strategy—hedging, financing, and liquidity planning—team leadership, and managing external relationships with auditors, regulators, banks, and investors. On team-building, Perracini stressed the importance of technical competence and a culture of integrity. “Transparency is key. People should feel safe to admit mistakes or challenge ideas. The best argument wins, fostering trust and better decisions.”
Despite the industry’s volatility, Perracini remains calm but vigilant. “I sleep well, but I’m always mindful of geopolitical risks,” he said. “Each morning, I check for shocks—missiles, tariffs—that could impact our industry. Staying alert helps us mitigate risks proactively.”
