From trainee to global head in 10 years. I spent my career learning to read complex environments.
Murilo Pachioni · executive mentor, founder of NOVIDARO.
An executive before a mentor. Practice before method.
Trajectory and credentials
My career began in April 2011, as a trainee at a global multinational. From there came the first teams, a large industrial operation at Raízen and, since 2020, global functions at DHL, with teams in nine countries across three continents, and results delivered through influence over most of the people involved.
The transitions this mentoring accompanies, I went through every one of them: the early career without a map, the first team, the jump into global scope. All of that lived experience enters the conversations as a repertoire of real cases.
Before mentoring one-to-one, I spent years leading classroom groups. I qualified as a facilitator at DHL in 2015 and returned to training in 2024, for the leadership program. I facilitated internal programs in 2015 and again between 2018 and 2025, from specialists to managers: around 100 groups and approximately 2,000 professionals in the room. Facilitating is not mentoring. But it is where you learn the hard part: to ask before asserting, to hold the listening to the end and to land the concept without handing over the finished answer. Knowing the corporate environment I brought from my career; leading someone to their own understanding, without handing over the conclusion, I learned by running the room.
I have mentored high-potential talent and executives in corporate settings since 2023, in cycles of months, not in one-off sessions. The work is concrete: reading the environment precisely, structuring the decision when it is ambiguous and holding the course when the responsibility is real.
Every trajectory asks for a reading of its own; what worked for one professional does not necessarily transfer to another. That is why the sessions start from your moment, not from stories of mine. The structure comes from the NOVIDARO Method. Explore the method.
What you take away is not ready-made advice: it is criteria for deciding, a reading of your own environment and a plan that fits your working day.
My trajectory is built from clear cycles of learning and delivery, each one teaching something the previous one could not.
Industrial Engineering
FEI
I started on the operations floor: that is where you learn what the reports do not tell.
Real learning about operations, projects, the first steps as a manager and the first deliveries that make a difference to the result were essential to Cycle 01.
Postgraduate degree in Logistics and Supply Chain
University of Campinas - UNICAMP
Graduate Certificate, Logistics & Supply Chain Management
Massachusetts Institute of Technology - MIT
Deciding without a safety net: reading the environment counts as much as the technique.
Challenging myself in a new company and a new culture. A large agro-industrial operation moving to a centralized decision model, facing in practice all the organizational resistance that kind of change produces. The core lesson: managing operational risk at scale demands a political reading of the environment as much as technical competence.
Delivering through influence, not through authority.
Responsibility for the supply chain of large strategic accounts, coordinating the logistics service providers without direct authority over them. It is the most complex operating model there is in logistics, and it is where I developed the ability to deliver results through influence, not through authority.
Selling, implementing and leading across countries, time zones and cultures, with teams that do not report to you.
Appointed Global Head of a new function, built from scratch and expanded to nine countries across three continents. Matrix leadership reporting directly to the Global VP and to the company divisional Board in Bonn, Germany.
MBA in Digital Business
USP/Esalq
Giving the path back: mentoring professionals inside the real corporate world.
Start of the mentoring practice with high-potential talent and trainees inside a multinational, in cycles of months and not in one-off conversations. The core lesson: what unlocks a career is rarely new information; it is criteria for deciding with the information the person already has.
The practice becomes a craft: NOVIDARO is founded.
Executive mentoring centered on the individual, for any sector.
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Member of EMCC Global, the international council for mentoring and coaching, co-founded by David Clutterbuck. It is one of the two co-authors, with the Association for Coaching, of the Global Code of Ethics for Coaches, Mentors and Supervisors. Membership gives access to the global community of practitioners and to the association’s events and technical materials. The code of ethics is available in full here, and what it means in practice for NOVIDARO’s mentoring can be seen on the Commitments page. The competence framework that guides my professional development is the EMCC Global Professional Practice Framework.
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Also a member of the International Mentoring Association (IMA), based in the United States. Membership gives access to its annotated citation database, to its program standards (IMA Program Standards) and to its global network of practitioners and researchers. The code of ethics the association adopts is the Global Code of Ethics for Coaches, Mentors and Supervisors, of which the IMA has been a signatory since 2018, alongside eleven other international bodies.
The origin of the word mentor
Mentor is a minor character in the Odyssey. On leaving for Troy, Odysseus puts him in charge of the household. Twenty years later, the suitors had occupied the palace and consumed the estate. Mentor speaks only once in the poem, in a speech to the assembly of Ithaca that nobody listens to. The one who actually guides the young Telemachus is Athena, goddess of wisdom, who takes on his appearance and keeps it while she advises.
The word takes on its present meaning in 1699, when Fénelon, tutor to the grandson of Louis XIV, publishes The Adventures of Telemachus and puts Mentor at the center of the story. That Mentor advises too much: reforming the kingdom of Salento, he sets how many social classes there will be and orders the vines torn up if there is too much wine. But on the last page the goddess reveals herself and explains that her absences along the voyage were deliberate, to accustom Telemachus to being without her. It is time for Telemachus to learn to walk alone. What looked like an accident of plot was method, three centuries before the literature on mentoring said the same.
NOVIDARO inherits that destination and changes the path: whoever learns to frame their own problem gets there sooner. It is what the name says, novus and videre, to see the new.
The heritage of the name
The agent of understanding the new: the one who makes you see what is not yet clear. And act on it.
The signature N: the stroke that clears the line and stands on its own.