My main training had no diploma

My main training had no diploma.
It had grease.

Before the positions, the Boards, the international negotiations and the M&A, there was a repair shop floor.

That is where I learned one of the hardest truths about family businesses: a surname opens the conversation, but it does not sustain authority.

At 22, to build a repair shop inside the largest tire shop in the Northeast, I had to convince my own grandfather. And, precisely because I was family, there was no room for improvisation.

I had to show up with numbers.
With a thesis.
With evidence.
With execution.

That is where some of the strengths I still carry were born: proving with data, turning operations into scale, negotiating without destroying value, standardizing processes and building companies that can run without depending on a single person.

Then came courses, Boards, energy, São Paulo, China, Europe, M&A, governance and family businesses.

But the origin was something else.

The origin was learning that strategic clarity is not born in speeches.
It is born when you have to solve a real problem, with real people, real customers, real pressure and real margin.

Authority is not inherited.
It is demonstrated.