February 23, 2026 – Dacosta Adu-Poku joined Sucafina more than 20 years ago and today serves as CFO of Sucafina Instant and Managing Director of Sucafina UK. In this Q&A, Dacosta reflects on the experiences, responsibilities and values that have shaped his years at Sucafina, what responsibility truly means in his role and what often goes unseen behind the numbers.
1. For those who may not know you well, how would you describe your career journey in a few words? And what led you to Sucafina?
My professional journey began in London, where I worked as an accountant for a ship management company. That role gave me early exposure to the financial and operational dynamics of global trade. I later joined HSBC, first as a Credit Analyst based in the United States, supporting major corporate clients, and then as the East Africa Regional Manager.
It was during my time at HSBC that I first came across Sucafina, which was at the time a competitor to one of the bank’s portfolio companies. That exposure gave me an early view of Sucafina’s entrepreneurial culture and its ambitions within the coffee sector.
When I eventually joined Sucafina, Sucafina Instant was still a relatively niche activity, but one with clear strategic potential. As CFO of Sucafina Instant, I was involved in shaping its transition into an integrated platform that now brings together all of the Group’s instant coffee activities. Together with the team, we have grown the business to become one of the key players in the instant coffee trading industry. It has been one of the most rewarding chapters of my career.
2. You’ve been with Sucafina for 20 years. How has the way you see your role changed over the years, and what made you stay?
I joined Sucafina as a Group Internal Auditor, but my role evolved almost immediately. Management asked me to take on the CFO role for a newly formed coffee-steaming joint venture. It was an unexpected shift, but it marked the start of a journey that proved both challenging and meaningful.
At the same time, I was appointed CFO of Sucafina Instant. My role was to help build a new business that would consolidate all instant coffee activities across Sucafina. It was a period of reinvention for Sucafina, and being involved in shaping what would become one of the Group’s fastest-growing business units is something I value greatly.
In parallel, I was also asked to oversee a small green coffee team that had just been set up in Brazil. What began as a modest initiative has since grown into a core pillar of Sucafina’s global green coffee operations.
Over time, my responsibilities expanded further. I supported Group Treasury, managing receivables and banking relationships linked to the Group’s repo activities. From the outset, I have also served on the Group Risk Committee, contributing to the governance and discipline that underpin our growth. Today, I am CFO of Sucafina Instant and Managing Director of Sucafina UK.
3. As CFO, and with broader leadership responsibilities, you sit at the intersection of strategy, risk and trust. What does ‘responsibility’ mean to you in this role?
For me, responsibility starts with stewardship. It’s not only about financial performance but also about protecting the credibility and long-term health of Sucafina. Sitting at the intersection of strategy, risk and trust means making decisions in uncertain environments, with clear judgment and discipline. It requires balancing growth ambitions with an understanding of what is sustainable over the long term.
Responsibility also means being transparent in how we lead and communicate, supporting our teams and safeguarding what has been built. At the same time, it is about having the confidence to guide the organization forward with purpose and care.
4. What is one part of your work that rarely gets seen, but which is nonetheless crucial to business operations?
One part of my work that I truly enjoy and that rarely gets seen but is crucial to our operations is the day-to-day motivation and coaching of our teams. It happens quietly, often in one-on-one conversations or small moments that never make it into reports or presentations, yet it is these interactions that shape our culture, build confidence and enable people to perform at their best.
Guiding teams through challenges, helping them grow and creating an environment where they feel supported and empowered is foundational to how we operate. Without that unseen investment in people, none of our visible achievements would be possible.
5. If you could give one piece of advice to someone starting their career in finance today, what would it be?
Earn trust early and commit yourself to continuous learning. Finance is built on credibility. People will rely on your judgment long before they fully understand the details of your work, so protect your reputation carefully.
At the same time, stay curious. And underpinning it all is simple hard work and commitment. There is no substitute for showing up, doing the work well and doing it consistently. Those habits will carry you further than any technical skill.