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

The responsibility to oversee political issues.


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

I'm not a CEO, I'm Vice President of Global Delivery but I got it, working hard together with teams to deliver complex projects. I think my difference is to convince people to do what I need after I show them value in it.


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

I have a crazy routine to take care of my family, my work and my social projects. So I write down absolutely everything I need to do and have priority markings for the issues that are urgent and priority.


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

Simone Biles showed us in the Olympic games that we don't always need to be heroes. Sometimes it's important to give up to preserve ourselves.


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?

Manual of a manager on the verge of a nervous breakdown, in portuguese, Manual de um gerente a beira de um ataque de nervos, By Vania Ferrari, a brazilian writer.


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

With Diplomacy, Willpower and Shine in the Eyes.


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

Not only in this position of Vice President of Global Delivery but before, in previous jobs, I had a lot of challenges in delivering projects on surreal deadlines. My merit has been to show people why we are doing this and what it will change in the company's journey and also in the careers of each one of us.