Clarity to decide. Experience to lead. Direction to move forward.
A structured mentoring cycle built around your development: your career, how you position yourself, how you read the room, and resilience.
Book a conversationA cycle with a clear start, a steady rhythm, and a defined finish. And one focus: you.
No one can make your career decisions for you. But you don't have to make them alone.
My job is to help you see what isn't clear yet: in your environment, in your priorities, in yourself. And to help you turn that clarity into decisions of your own.
I work the way I learned in the same places you are now: read the terrain before you act, don't skip steps, and never get ahead at someone else's expense. I ask more than I talk, I tell you what I see even when it's uncomfortable, and I bring in my own experience only when it helps your next decision.
Meet the mentor →
“Often, an hour of conversation saves weeks of working it out alone.”
Mentoring, coaching, and psychotherapy
Mentoring isn't coaching, and it isn't therapy. Coaching helps you do your own thinking, mostly through questions, and doesn't require experience in your field. Psychotherapy treats emotional distress with clinical methods; in Brazil, it's practiced mainly by psychologists and psychiatrists. Mentoring uses some coaching tools but adds another layer: passing on lived experience. Someone who has walked a similar path helps you read your environment, decide, and act. It doesn't treat emotional distress or replace clinical care.
The goal is independence, not dependence. This mentoring succeeds the moment you no longer need it. That's what the field calls developmental mentoring, a distinction laid out by David Clutterbuck, co-founder of EMCC Global, the international council for mentoring and coaching.
Three stages, three turning points.
What changes from one stage to the next is the risk, not the formula. In all three, technical skill alone doesn't decide the outcome. What decides it is how well you read your environment and whether you have the resilience to stand by your decisions. In every case, it helps to have someone senior and outside the internal game at your side, someone who sharpens your judgment and gives your decisions weight. The mentoring adapts to each case.
High-potential talent
The early years of a corporate career: building the habits, the experience, and the read on your environment that define your path.
More effort on the old measure won't move the new one. It will only wear you out.
Tell me where you are in your career through the contact form.
I reply, we settle payment, and we schedule your first session.
Once payment for the cycle is confirmed, your date is locked in, and in the first session we explore and set your goals together.
Professionals moving into management
Your first team: moving past individual work and learning to deliver through others.
Every time you fix it instead of handing it back, you save time today and pay it back tomorrow.
Tell me where you are in your career through the contact form.
I reply, we settle payment, and we schedule your first session.
Once payment for the cycle is confirmed, your date is locked in, and in the first session we explore and set your goals together.
Executives expanding their scope
A new kind of complexity: influence without direct authority, organizational politics, and decisions in ambiguous situations.
The decision no longer happens in the meeting. The meeting is where it gets ratified.
The seniority of this stage brings matching complexity. The facilitation, preparation, and availability it requires are necessarily different. That's why the length of the cycle and the investment are tailored to your situation.
Tell me where you are in your career through the contact form.
I reply, we settle payment, and we schedule your first session.
Once payment for the first session is confirmed, your date is locked in. That session is the diagnosis.
Sound decisions come from an honest understanding of yourself and your environment.
Two uncomfortable questions, and when I say no.
On one side, what you'd ask if you were in the room. On the other, what I turn down.
Testimonials
Shared Services Center Supervisor · Translated from Portuguese
Project Supervisor · Translated from Portuguese
Americas Transportation Director
Solution Design Supervisor · Translated from Portuguese
Frequently asked questions
Fit and starting point
1. How do I know if mentoring makes sense for me right now?
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Write to me and tell me where you are. I'll give you a straight answer on whether mentoring makes sense right now, and I'll say no when it doesn't.
2. Do I need a clear goal to start?
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No. The first sessions, in the Observe step, help you shape that goal.
3. What if there's no one at work I can talk to openly?
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That's the most common situation, and it's one of the reasons mentoring exists.
The higher you go, the fewer people you can safely think out loud with. Your manager evaluates you. Your peers compete with you. Your team depends on you. HR protects the company. They may be great people, but none of them is outside the game.
What's said in a session stays in the session, with the exceptions written into the contract before you sign.
Confidentiality and sponsorship
4. How is confidentiality handled?
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Everything you bring to a session stays between us. The exceptions are few, and they're in the contract before you sign: legal requirements, illegal activity, and a real risk to your safety or someone else's. I follow the Global Code of Ethics for Coaches, Mentors and Supervisors. My full commitments are here.
5. Can my company sponsor the cycle? What will they be told?
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Yes, and the rules are set in writing before we start, with you and with them. The sponsor is told that the cycle took place, how often we met, and that it was completed. It doesn't get topics, session content, or any assessment of you. If they ask for more than what was agreed, I refuse and let you know. It's in my commitments.
Approach and differentiators
6. Why choose NOVIDARO for mentoring?
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I've been through all three transitions this mentoring covers: the start of a career, the first team, and the jump into a global, matrix role. That experience, drawn from real cases in complex environments, is what I bring to the conversation. The work happens in a cycle because behavior patterns don't show up in an hour. They show up over months, and patterns are what mentoring works on. The method is my own and is published in full, along with the works it draws on, so you can read all five steps before deciding whether to sign up. And there's what mentoring doesn't do: it doesn't promise a promotion, it doesn't replace clinical care, and it doesn't hand you ready-made decisions. You're the one who decides.
7. What's the difference between mentoring and coaching?
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In the EMCC Global tradition, they aren't opposites. They sit on the same developmental spectrum and share listening, presence, and an ethical foundation. The difference is how much experience gets passed on. Coaching helps you do your own thinking, mostly through questions. Mentoring adds the experience of someone who has already walked the path, offered at the right moment. The OPERA Method works at that point on the spectrum: it uses questions to frame the problem and passes on executive experience to speed up your decision.
8. Does mentoring work on resilience and emotional intelligence?
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Yes, without turning them into separate topics. Resilience, here, means being able to make good decisions again after a setback. Emotional intelligence means recognizing your own reaction, and other people's, in time to choose what to do with it. Both show up in the real situations you bring: the conversation that got out of hand, the project that fell through, the promotion that didn't come. No generic exercises. No personality tests. Just a close look at what actually happened and what you'll do next time.
Cycle format and length
9. How long is a mentoring cycle?
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It depends on your stage. In the first two, the cycle is set at three sessions. In the third, the first session is a diagnosis, and the length of the cycle comes from the proposal. In every case, each session goes through the five steps of the method, and at the end we review together what moved forward, what fell by the wayside, and what comes next, whether or not the goals were met.
10. Are sessions online or in person?
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Online by default, which allows a steady rhythm from any city. We meet in person when it makes sense for both of us.
11. Wouldn't a single session be better, just to try it out?
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What mentoring works on is patterns: what keeps repeating in how you decide, lead, and position yourself. A pattern doesn't show up in an hour. It shows up over months, and that's why the cycle exists. There's one stated exception, for executives expanding their scope: the first session is booked on its own, because what it delivers is the proposal for the cycle, not the cycle itself.
There's also a risk with one-off sessions: walking away with good advice and no context. Advice without a read on your environment is the fastest way to do the right thing in the wrong place.
Before any payment, you write to me and I reply. That exchange is where we both check whether this makes sense, and where I say no when it doesn't.
The first step is a message from you.
Looking for mentoring for your company? Get in touch.