Name: Alexandre Saraiva

Title: President at Vida Maxima Corporation

Organisation: Vida Maxima Corporation

Entrepreneur, Graduated in Law. with more than 30 years of experience in the commercial, business management, and marketing areas. Specialist in commercial management, training, recruitment, selection, and coaching for leaders.

Preparation of BP for business and business turnaround. Bachelor of Laws and postgraduate in Marketing.

Professor of Business Administration, National School of Insurance - FUNENSEG - National Insurance Foundation.

International Consultant and Speaker.

Independent Consultant for Primary Insight, Coleman Research, New York, for Financial Services / Health / Dental / Insurance for Brazil and GLG, Austin, Texas, for Financial Services/Health/Dental/ Insurance for Brazil.

Founder and Owner at Vida Máxima Corporation multinational holding company headquartered in the USA. Located in Orlando, Florida, Vida Máxima Corp has a diverse portfolio in Financial Services, Investments, Venture Capital, Facilities, Accounting Services, Immigration Services, Insurance and construction remodeling.

www.vidamaximacorp.com

www.vidamaximaaccount.com

www.vidamaximacompany.com

Thank you to the 2,000 leaders who’ve generously done the 7 Questions on Leadership!

I hope Alexandre's answers will encourage you in your leadership journey. Enjoy!

Cheers,

Jonno White

1. What have you found most challenging as a leader?

I believe that the challenges of a leader are many. Starting with discovering yourself as a leader. This includes self-knowledge challenges.

However, I believe that the biggest challenge is to understand the nuances of changes, whether they are minimal or maximal changes.

See, we live in a globalized world that requires leaders to have the resilient ability to understand several scenarios at the same time. These scenarios directly impact organizations and, consequently, leaders.

Therefore, the biggest challenge is to remain resilient and prepared for changes, which are increasingly rapid and profound.

2. How did you become a leader? Can you please briefly tell the story?

From an early age, through sport, I have a natural leadership role.

However, my first experience in corporate leadership was as Regional Manager of an Insurance Company. The company was secular and I was the youngest regional manager in the company. Which was very rewarding but also challenging.

On this occasion, I obtained positive results, both in terms of goals and human resources.

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

Good question. This is also dynamic.

But generally, I have a routine that starts at 5am, with physical exercise and taking my son to school.

After that, I go to the office where I have a heavy routine of meetings and important decisions to make in the face of challenging scenarios.

Furthermore, I have the characteristic of being close to my team. I believe this motivates us mutually to achieve the proposed results.

And at the end of the day, I usually spend time with my family.

4. What's a recent leadership lesson you've learned for the first time or been reminded of?

In reality, it is not a lesson. It is a profound teaching of humanizing decisions and goals, with the aim of balancing relationships and results.

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?

Yes. A few years ago I read a book, actually a series of books about leadership by Jack Welch. I try to use your lessons in leadership and running companies, with an eye on employees and customers.

In particular, I highlight Winning, written with his daughter Suzie Welch.

6. If you could only give one piece of advice to a young leader, what would you say to them?

I would tell him that nothing lasts forever and that all things change, even if we think they are in the same situation.

7. What is one meaningful story that comes to mind from your time as a leader, so far?

It's been a few years. We were facing a positional challenge in the market. The company needed to position itself as a relatively prominent player.

We held some board meetings to establish metrics and, after that, we involved all employees in our objective. We literally involve everyone in a single short-term objective.

Conclusion: We managed to exceed the proposed goals by 20%. This resulted in the distribution of dividends to all of the companies. That moment was very important.