1. What have you found most challenging as a CEO or executive of a large enterprise?

As a people person, the most challenging is to sensibilize people that everything is changing; the way that we behavior in the past is no longer efficient. Also, to make people think out of the box, to see the process as a whole and not just a piece. That everything we do brings impacts to others.
Also, to make them use technology as a partner and not something that will take their jobs. Digital transformation is a reality and how fast we can adapt, the better.

2. How did you become a CEO or executive of a large enterprise? Can you please briefly tell the story?

I could summarize saying that I had the right timing and place! Rs
However, it was no so simple.
Since my last day in the market, I knew my plan was to become a COO or CEO. And to reach such position, I took all opportunities that were put in front of me. Never refused a task. I always arrived in the office earlier than others to learn something new. I always approached colleagues (out of my work time) and asked 2 simple questions: “What are you doing?”, then: “May I help you?”
In my first job, in just one year, I had knowledge about all the processes executed in the department. Of course, academic learning was also very important.
And I continue to act exactly in the same way. We never know everything and we always have something to learn.
Two very important concepts:
− Never do to others what you won`t others do to you and
− Do for the others what you would like to be done for you
Dedication, friendship, partnerships, put other`s interests in from of yours. These are my mantras

3. How do you structure your work days from waking up to going to sleep?

My day starts with a delicious breakfast with my family. Important: No mobiles in the table! .
At the office, a very good look in the agenda for the day. I never book nothing from 9:00 to 9:30 because this is the time that I walk around the office to say hello to all the teams. Dedication to the meetings and support the teams to fix the day-to-day issues. As a COO, I have to act transversally and map what is going on with all the teams.
I always have 15 minutes in the afternoon to invite friends for a hot cup of coffee and quick catch up.
At last but not least, I have a very categorized agenda in order to cover everything that I need and still have sometime for fun!


4. What's the most recent significant leadership lesson you've learned?

That each individual has a different timing to react. Our job as leaders is to help them to reach it in the perfect slot without they realize that!


5. What's one book that has had a profound impact on your leadership so far? Can you please briefly tell the story of how that book impacted your leadership?

There is not just one book. In my view, each book brings you different impacts and experiences. But I`ll be romantic and say that the books who brought me more impact as a person and as a leader later on were a series of the “Secret Society of the 6”
I read the seven books along my high school and it related to 6 friends who faced different adventures at each summer that they were together. There was a leader (the oldest guy with 16y/o), a very smart girl named “red” who was responsible for the strategy and the other 4 other friends to support them.
From there, I learned the partnership, compassion, love for others, leadership, organization and I had a lot of fun, of course.


6. How do you build leadership capacity in a large enterprise?

Transparency, integrity, loyalty, respect and trust
My teams need to see me as the guy who will help them to fix any issue promptly.
I need to be the hand on their shoulders to support, encourage and cover their backs if something do not go ok.
They need to understand that I trust them and I’ll delegate responsibilities in order to make them grow.
In addition to that, technical skills are important in order to provide the full picture of any topic

7. What is one meaningful story that comes to mind from your time as a CEO or executive of a large enterprise so far?

The story is linked to a project
By 2017 my teams were suffering huge pressure to increase the processing capabilities and hire more people was not an option.
After a strategic conversation with my bosses, I met with my teams and present them the possibility to bring more automation to our processes. The first reaction was: “well, we will lose our jobs”.
My first action as their leader was to bring them comfort to confirm that no one would lose the jobs. On the contrary. The whole team would be very important to the success of the project. It took some time, but when they realized that it was true, their dedication was completely outstanding. So, in one and a half year we specified, developed and implemented the project. As a result, we increased our processing capability in more than 200%, we reduced overtime, helped the environment once we saved electricity, paper and other relevant resources. Also, we saved a lot of money. For me, the best gain was to see their faces with a big smile with the feeling of mission accomplished.