Name: Kenny Ralph

Title: Engineer and Senior Manufacturing Executive

Organisation: Brazilian Steel Group

Kenny Ralph is a highly skilled Chief Engineer with extensive experience in project management, digital transformation, operational efficiency, new product development, and strategic expansion plans for the industrial manufacturing sectors. His professional career commenced with the Global Trainee Program at Heineken, a renowned Dutch multinational brewing company. During his 20 years as a Leader in Manufacturing, he has developed and implemented several operational excellence projects in partnership with leading consulting firms such as SAP, Ernst & Young, KPMG, EFESO, and Deloitte Business Consulting.

Kenny has a strong academic background as a Robotics and Automation Engineer, enriched by his achievement of an International Master in Business Administration degree in Spain. Additionally, he holds an impressive list of certifications in business and technology from renowned companies such as SAP, PMI, EY, CSSC and IBM. Currently, he is an Associate Member of PMO-CP® and a Certified Member of the American Welding Society in the United States.

In 2023, Kenny was invited to join the team of expert advisors at Guidepoint Singapore, specifically in the Energy & Industrial Manufacturing division. Guidepoint is a global company that connects business decision-makers from global companies with the world's most valuable expertise in the field. This is achieved through comprehensive, accurate, and personalized research solutions.

Presently, he is leading projects that incorporate Industry 4.0 concepts, Agile methodology, and Lean Six Sigma at Grupo Aço Cearense, a steel manufacturing company with over 40 years of experience in the Brazilian market, a portfolio of 16,000 clients, and an annual steel production capacity of 1 million tons. The company has received international recognition for its innovative operations.

Kenny's management approach is guided by a high level of ethics, integrity, discipline, focus on results, innovation, continuous improvement, rationality, teamwork, respect for diversity, and a philosophy of "thinking and acting like a company owner." Currently, Kenny lives in the city of Fortaleza, Brazil, with his wife Gabrielli, and their two adorable daughters, Isabela and Gisela.

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

I hope Kenny'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 a leader faces daily challenges. We have more difficult challenges to overcome. Great achievements require a combination of synergy, adaptation, hard work, control, and resilience. It is highly challenging for a Manufacturing Executive to implement and maintain a culture of operational excellence.

This involves identifying areas for improvement, optimizing processes, reducing waste, and driving continuous improvement initiatives. It requires a deep understanding of manufacturing operations, strong analytical skills, and the ability to make data-driven decisions to drive efficiency and productivity. At Heineken Brazil, we were going through a very critical period due to rivalry among competitors and the threat of new players. We needed to be agile in eliminating operational waste. The company provided full financial and methodological support to implement a zero-loss program.

I did not have much experience in my position, but I thoroughly studied the operation and dedicated myself to solving the problem. I learned something very valuable from this experience, which was crucial in my career: People should always be at the center of the business. The program was a success because we focused on empowering the teams. Currently, my main challenge is keeping up with the trends of smart manufacturing, digital transformation of processes, and ensuring our operations align with Industry 4.0 best practices.

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

Once I wondered: Are we born leaders or do we become leaders? This question is somewhat philosophical. I believe I have always had innate leadership qualities, manifesting themselves at home, through school, and throughout my university life. However, what truly distinguishes a successful leader is the ability to develop and practice new skills specific to the business context, especially the ability to motivate and develop people.

When I took on a leadership position in a steel company in the Amazon region of South America, I realized the importance of enhancing my skills to retain qualified professionals. I invested in my professional development, and over time, I took on increasingly complex leadership roles. I continued to invest in improving leadership traits, as this process of learning and growth is continuous and fundamental to success as a leader.

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

I am methodical with my routine. I wake up at 5:20 am and commence my day by expressing gratitude for life. I deeply appreciate the value of gratitude and its impact on my overall well-being. Before embarking on my workday, I make it a point to affectionately say "I love you" with a smile to my family, as their presence and support serve as a powerful source of energy for my mind.

Throughout the day, my focus is firmly set on achieving the goals outlined in the company's strategic plan. I understand the importance of breaking down larger tasks into smaller, more manageable steps, as it makes them more feasible and facilitates steady progress. This approach allows me to maintain a sense of direction and purpose as I navigate through various responsibilities and challenges.

In the afternoon, I allocate dedicated time for engaging with my subordinates. This precious opportunity enables us to align our strategies, exchange ideas, and provide valuable feedback. By fostering open communication and collaboration, we can collectively work towards achieving our objectives and ensuring a cohesive and productive work environment.

As the day draws to a close, I take the time to reflect on my accomplishments. I evaluate the progress made towards our goals, acknowledging the milestones reached and identifying areas that may require further attention. This reflection helps me gain valuable insights, allowing me to refine my approach and make any necessary adjustments moving forward. Additionally, I identify any pending tasks that need to be addressed promptly the following day, ensuring that nothing falls through the cracks and that I can start each day with a clear plan of action.

By adhering to this structured routine and maintaining a focused mindset, I strive to optimize my productivity, contribute to the success of the company's strategic objectives, and cultivate a sense of fulfillment in both my personal and professional endeavors.

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

Recently, I have come to a profound realization about the importance of empowering the team as a leader. Through the act of granting autonomy and responsibility to team members, I have witnessed firsthand the transformative effects it has on their growth and development. By entrusting them with greater ownership over their work, I am not only fostering their potential but also cultivating a work environment that thrives on collaboration, motivation and shared success.

The results we have achieved through this empowering approach have been nothing short of extraordinary, solidifying its status as an indispensable leadership practice. Empowering the team goes beyond merely delegating tasks or assigning responsibilities. It involves instilling a deep sense of trust and confidence in each team member, recognizing their unique skills, perspectives, and capabilities.

When individuals are bestowed with the freedom to make decisions, explore creative solutions, and take ownership of their work, they are naturally inclined to rise to the occasion and perform at their best. This autonomy not only fuels their motivation but also encourages them to take calculated risks, pushing the boundaries of what they thought possible and achieving remarkable outcomes. Furthermore, an empowered team creates a culture of collaboration and open communication.

When team members are encouraged to voice their ideas, share their expertise, and actively participate in decision-making processes, it fosters an environment where diverse perspectives are valued and innovative solutions emerge. Collaboration becomes the norm rather than the exception, as individuals recognize the collective strength that arises from pooling together their knowledge and experiences. This collaborative spirit ignites a sense of camaraderie and shared purpose, fueling the team's drive toward achieving ambitious goals.

The tangible results of empowering the team speak for themselves. I have witnessed increased productivity, improved efficiency, and a surge in creativity within our team. By providing the autonomy and responsibility they need, team members have consistently demonstrated their ability to tackle complex challenges with ingenuity and resourcefulness. The motivation and engagement levels have soared, resulting in higher job satisfaction and a palpable sense of fulfillment in our collective endeavors. Our team's achievements stand as a testament to the power of empowerment in unlocking individual and collective potential.

In conclusion, I firmly believe that empowering the team lies at the heart of effective leadership. By granting autonomy and responsibility, we create an environment that cultivates growth, collaboration, and excellence. The transformative impact of this practice is evident in the remarkable results we have achieved, and I am resolute in my commitment to continue embracing and promoting empowerment as a fundamental pillar of our team's success. Together, we will continue to push boundaries, surpass expectations, and create a workplace where every team member thrives and contributes to our shared vision.

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?

The book “Um Time para Chamar de Seu!” (A Team to Call Your Own!), written by Brazilian engineer and entrepreneur Newton G. Junior and presented by Ian Correa, has had a profound impact on my leadership style. Through the Macro-Influence Management (GMI) method, I was able to adopt a strategic approach to the key elements that have a direct impact on the results of my team members.

This methodology provided me with a clear and predictable vision for achieving success as an engineer and leader in the manufacturing industry. By understanding the role of the organisational ecosystem, composed of relationships, environments, processes, and skills, I was able to develop a clear vision of how to positively influence the results of my team. This deep understanding enabled me to manage more efficiently, creating a friendly and inspiring work environment where each individual feels valued and engaged in achieving common goals.

The book presents best practices that I have learned to apply in my leadership routine. Establishing solid routines and turning them into positive habits was essential for the development of a collaborative and stimulating work culture. This culture has become a true "engagement machine," driving motivation and productivity across the team. In addition, I have acquired skills to connect with each team member individually, supporting their personal and professional development.

This approach has strengthened the bonds between us and created an environment of mutual trust. Reading this book has provided me with a clear and viable path to becoming a senior-level leader of distinction. I have been empowered to exert a continuous influence on my team, driving their performance to ever-higher levels. By implementing the strategies and tools presented in the book, I have had the opportunity to transform my team members into true enthusiasts of our vision and the company as a whole.

Together, we are building a new way of being and doing, shaping an inspiring work environment, and achieving exceptional results. In summary, the book “Um Time para Chamar de Seu!” has been an inspiring and transformative read for me as a leader. I highly recommend it to anyone who wants to improve their leadership skills and build high-performing teams.

The lessons learned and practices adopted through this book have contributed significantly to my success as a manufacturing leader, and I will continue to apply these principles in my ongoing leadership journey.

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

If I could give just one piece of advice to a young leader, I would tell them to constantly seek learning and commit to learning something new every day. The world is constantly evolving and facing complex challenges, and as a leader, it is essential to stay updated and open to new ideas, perspectives, and skills.

Make learning a priority in your life and seize every opportunity to acquire knowledge. It will help you stand out as a leader and achieve significant results in your career. In addition to formal education and training, there are many other ways to learn and grow as a leader. Read books and articles on leadership, listen to podcasts, attend workshops and conferences, and network with other leaders.

Be curious and ask questions. Do not be afraid to step outside your comfort zone and try new things. The more you learn, the better equipped you will be to face the challenges and opportunities that lie ahead. Never stop learning!

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

During my career as a trainee, I decided to be open to working anywhere in the world to achieve my goal of becoming a reference in my field of expertise. This challenging decision reflected an explorer's spirit. Later on, I had an insight that reaffirmed my right choice. It was during a Masterclass at City, University of London, titled "Leading with an Explorer's Mindset: Leaders Should Think and Act Like Explorers," presented by Dr. Sionade Robinson.

I share Dr. Sionade's vision; I believe that to become an important and impactful figure for those I lead; a leader must have the explorer's purpose rooted in their essence. Throughout the past 20 years of my journey, I have had the opportunity to work in different cities and states, including a Steel Mill in the Amazon region of Brazil, which was an incredible experience. Additionally, I have had the opportunity to visit countries such as Egypt, the United Arab Emirates, Turkey, England, Germany, Spain, Portugal, Italy, and France, among others.

All of these experiences have taught me to value cultural diversity and the importance of understanding the nuances of an increasingly globalized world. I have gained a deep understanding of the cultural, social, economic, and political differences that exist in different parts of the world. These experiences have allowed me to develop adaptive leadership skills, communication, and problem-solving abilities in various scenarios.

However, the most significant development has been acquiring a global perspective. To conclude, I would like to paraphrase the writer Seth Godin, who stated, "Leaders can create value, cause change and make a difference, the challenge is not to be successful, but to make a difference." This quote resonates deeply with me because throughout my exploratory journey, I have come to understand that true success is not solely measured by the results achieved but by the positive impact we can have on the lives of those around us and society as a whole.