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I was invited to take on the role of HR Director with the main goal of scaling the human resources area of a rapidly growing Brazilian company, preparing it to support the challenge of 3,000 employees and their dispersion across 7 manufacturing units. The central challenge is strategic alignment and cultural transformation, ensuring that human capital is synchronized with short-medium, and long-term expansion plans. The mission includes structuring a complete corporate HR department. My primary value to the company is the integration of people strategy with the core business. I lead the structuring of an HR department that currently serves 3,000 employees across all its fronts. This involves defining policies for compensation, benefits, and career pathing that ensure external competitiveness and talent retention. Furthermore, I am leading the “Happy People Generate Happy Results” cultural change program, which broadens the focus to the well-being of employees, their families, and the local community. I also play a strong role in the labor relations area, ensuring fluidity in collective bargaining, and I am responsible for conducting the succession process and influencing the strategic planning of the entire company in Brazil. My work at Adimax reinforces the lesson that culture is, indeed, the main strategy. The scalability of an organization is only possible by investing in a master plan for the optimization of operational processes via technology, freeing up HR to be truly strategic. The scope of my role has been a continuous learning process on how a CHRO can transcend the traditional role and become an agent of social and organizational transformation.

As an associate at Open Mind Brasil, I am part of one of the most influential C-level communities in the country, aiming to collaborate within high-governance ecosystems and exchange experiences on complex executive management challenges.

As a contributing columnist at ComunicaRH, I utilize my experience as an engineer and psychoanalyst to decode contemporary challenges in people management. My focus is to share insights on pacifying leadership, exploring how self-knowledge and applied psychoanalysis can become strategic tools for executives and HR professionals seeking to create more conscious and resilient organizational cultures.

I was invited to lead all critical support functions at a manufacturing unit with approximately 1,500 employees. My objective extended beyond traditional HR, encompassing the management of occupational health and safety, environment, infrastructure, labor relations, and information technology. The mission was to act comprehensively and strategically so that human and operational capital were fully aligned, ensuring the unit supported the challenges of expansion, retention, and long-term excellence in a highly regulated industrial sector. I delivered significant value by ensuring the multifunctional management of an ecosystem of 1,500 employees, which demanded strong performance as a board advisor and influencer within senior leadership. I led the strategic HR planning in the country and structured compensation and benefits policies that guaranteed external competitiveness and the retention of key talent, proving crucial for the succession process. Furthermore, I was instrumental in labor relations and collective bargaining, maintaining stability and productivity. I was responsible for influencing and initiating an important cultural change process in the company and for securing the master plan for the optimization of operational processes through information technology. In this position, the main learning was the ability to lead strategic people and infrastructure areas concurrently, validating the importance of the engineering perspective for HR efficiency. I consolidated the skill of actively influencing adherence to the company's mission, vision, and values, ensuring that the corporate strategy was translated into concrete actions on the factory floor. The experience made me a professional who not only managed HR subsystems but also led the operational stability and cultural strategy of a large organization.

I served as Head of HR at a manufacturing unit involving approximately 700 direct employees and 300 third-party staff. My main objective was to integrate the areas of human resources, communication, and sustainability to ensure the company's strategic alignment. The mission was to transform people management and interaction with the external environment (community, unions, stakeholders) by proposing policies and projects directly to the Board of Directors and the Board of Administration, securing the company's medium and long-term challenges. I delivered strategic value to the Board of Administration, actively working to define policies and processes across HR, communication, and sustainability. I ensured the competitiveness and internal balance of the organizational structure through assertive management of job roles, salaries, compensation, and benefits, which was essential for the succession process and talent retention. My performance was highlighted by strong leadership in labor relations and collective bargaining. Furthermore, I was responsible for defining and managing the communication strategy (media plan and brand exposure) and the company's level of engagement in sustainability with various stakeholders and the local community. In this role, I consolidated the understanding that HR is a direct agent of corporate reputation. The key learning was the ability to integrate and manage areas that directly impact the company's image with internal people management. This experience reinforced my ability to influence the company's mission, vision, and values, not only internally but also in how the company positioned itself before the sector and government bodies, elevating my profile for board engagement.

I was brought in to assume the Human Resources Directorate with the mission of restructuring the area and leading the business professionalization process, reporting directly to the CEO. My objective was to act as a generalist leader across all HR subsystems (from training and development and recruitment and selection to compensation, labor law, payroll, and occupational health and safety). The goal was to create a robust strategic HR plan required to support the company's strategic decisions and growth. I delivered fundamental value by professionalizing the entire HR department, establishing it as a strategic partner to senior management and the CEO. I was responsible for the complete restructuring of routines and the creation of a high-impact Strategic Human Resources Plan. My main focus was on leadership development, where I acted as a strategic partner to managers and directors, implementing assessments, performance evaluations, and workshops that transformed management capabilities within the company. I implemented motivational programs and career paths aimed at talent retention and ensured the legal and operational stability of the business, succeeding in union negotiations and collective agreements. In this generalist leadership position with direct reporting to the presidency, the main learning was how critical strategic HR is to the process of business maturity and professionalization. I consolidated the ability to navigate all HR subsystems simultaneously, acting as a strategic partner and coach for the directors. This experience prepared me for the challenge of using people management as the primary driver for organizational change and development.

After consolidating a robust executive career, I founded Pro Humana Consulting with the objective of applying my experience in people management and engineering to the external development of leadership and teams. The focus was to act as a strategic partner for companies, developing customized programs (including assessments and leadership workshops) that aligned the behavioral, cultural, and technical development of employees with clients' strategic plans and their succession plans. During this period, I delivered value focused on tangible results through high team commitment. I was responsible for the conception and execution of all training and development programs, being recognized for extensive experience in motivational projects that resulted in increases in productivity, improved quality, process acceleration, and loss reduction for clients. My expertise allowed me to adapt leadership needs to the company's strategic plan, ensuring that leaders internalized and effectively assumed the roles defined for them. Prp Humana was an inflection point in my career, as it consolidated me as a strategic consultant with the autonomy to translate corporate challenges (losses, productivity, quality) into human and behavioral solutions. The key learning was the validation of my method: success in productivity projects was directly linked to the level of commitment and willingness of leadership to embrace their role. This experience was crucial, as it prepared me for the next step in my journey of studying and applying psychoanalysis.

My mission at Hilti was to lead the Human Resources area in Brazil, with integral responsibility for all HR subsystems of the local operation. My role was of extreme strategic importance, featuring a dual reporting structure (to the CEO and to the Latin America leadership), ensuring the alignment of people management with the company's global standards. The main objective was to drive organizational and human development (OHD) and implement solid talent management structures, such as the climate survey and succession plan. I delivered value by ensuring the complete management and alignment of all HR subsystems in Brazil with the regional and global strategy. I was responsible for the implementation of structured corporate programs, such as the Organizational Climate Survey, the Career Plan, and the Succession Plan—crucial tools for long-term retention and planning. Furthermore, I was the driving force behind leadership development, acting as a strategic partner to directors and managers, conducting workshops, assessments, and performance appraisals to elevate the level of management. In this multinational experience, the main learning was the ability to operate within a complex dual report structure, negotiating local and regional priorities, and ensuring the effective implementation of global policies. I consolidated my expertise in OHD and in the use of high-impact corporate tools. This role reinforced my strategic vision, positioning me as an essential partner to the local CEO, focused on sustainable growth and engagement.

After demonstrating a strong orientation toward human development in the operational area, I was internally transferred to assume the human resources management role with a complex geographic challenge: acting as a generalist for six major regions across Brazil. The objective was to harmonize and professionalize all HR routines on a national scale, in addition to being responsible for creating and managing the Social Responsibility area for DHL Supply Chain Brazil. I delivered transformative value by founding and leading the Social Responsibility area of DHL Brazil, culminating in the development of the first Sustainability Report and the implementation of the FORMARE Project (Iochpe Foundation). In core HR, I ensured the fluidity of all routines (compensation, legal, T&D, payroll) for a dispersed operation. Through the development and application of motivational programs and leadership workshops, I was able to improve the work environment and organizational development, consequently increasing productivity and quality in operations. I was responsible for negotiations with unions and collective agreements across the regions. In this position, the main learning was the complexity and the need for flexibility in HR management for multiple regional cultures in the country. Above all, this experience consolidated my expertise in the integration of people management with sustainability and social impact (social responsibility), showing that HR is the main driver for brand reputation and measurable social impact.

I was hired to take over the management of warehousing, transport, and distribution operations nationwide, focused on a large, strategic account. The central objective was to lead the complete restructuring of these operations, including the Packing Center and Product and Packaging Decharacterization, aiming for process optimization, supplier development, and client satisfaction and loyalty. I delivered value through a successful restructuring that enhanced the efficiency of the account's supply chain, ensuring operational excellence and customer loyalty. My focus was always on the human factor, dedicating a large portion of my time to the development of the entire operational team, applying my Human Resources knowledge to boost engagement. This performance ensured that the aforementioned operations were efficient, supporting expansion and contributing to new client development. In this role, the main learning was how intrinsic the connection is between operational excellence and people management. The logistics restructuring only succeeded due to the high focus on team development (the HR side of the operation). This experience reinforced my conviction that human capital is the main engine of logistics and prepared me for the subsequent transition to the HR area.

My time at Tigre S/A was fundamental in consolidating my foundation in industrial management. I initially served as Production Manager, focusing on optimizing the factory floor, cost control, and ensuring product quality. I subsequently made a strategic transition to Logistics Manager, where I led the management of the supply chain and distribution. The main objective was to apply the systemic vision of Engineering to optimize processes at both ends of the operation. The value delivered consisted of ensuring operational excellence, effective management of large industrial teams, and the continuous improvement of logistics flows. This period reinforced the lesson that process mastery (from production to delivery) is the cornerstone for any high-level management role, preparing me for more complex challenges.