From trainee to global head, I went through the three stages I now mentor. A decade spent decoding the unwritten rules of complex environments.
Murilo Pachioni · executive mentor, founder of NOVIDARO.
Executive first, then mentor. Practice first, then method.
Background and credentials
My career began in April 2011 as a trainee at a global multinational. Then came my first teams, a large industrial operation at Raízen, and, since 2020, global roles at DHL, with teams in nine countries on three continents and results delivered through influence over most of the people involved.
An early career with no map, a first team, the jump to global scope: all of that comes into our conversations as real cases.
Before mentoring one-on-one, I spent years leading classroom groups. I trained as a facilitator at DHL in 2015 and went back to that training in 2024, for the leadership program. I facilitated internal programs in 2015 and again from 2018 to 2025, for everyone from specialists to managers: about 100 groups and roughly 2,000 professionals. Facilitating isn't mentoring. But it's where you learn the hard part: asking before telling, listening all the way through, and landing an idea without handing over the answer. My corporate career taught me how organizations work. Leading a room taught me how to guide someone to their own understanding without giving them the conclusion.
I've mentored high-potential talent and executives in corporate settings since 2023, in cycles that run for months, not one-off sessions. The work is concrete: reading the environment accurately, structuring a decision when it's ambiguous, and holding course when the responsibility is real.
Every career calls for its own read; what worked for one person doesn't necessarily carry over to another. That's why sessions start from where you are, not from my stories. The structure comes from the OPERA Method. Explore the method.
What you take away isn't ready-made advice: it's judgment for your decisions, a read on your environment, and a plan that fits your day-to-day.
My career is built on clear cycles of learning and delivery, each one teaching something the one before it couldn't.
Industrial Engineering
FEI
I started on the operations floor: that's where you learn what the reports don't tell you.
Hands-on learning in operations and projects, my first steps as a manager, and the first results that made a real difference: that was the core of Cycle 01.
Graduate specialization 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 matters as much as technical skill.
A new challenge at a new company, in a new culture. A large agro-industrial operation moving to centralized decision-making, facing firsthand all the organizational resistance that kind of change creates. The core lesson: managing operational risk at scale takes political awareness as much as technical skill.
Delivering through influence, not authority.
Responsible for the supply chain of large strategic accounts, coordinating logistics service providers without direct decision-making power over them. It's the most complex operating model in logistics, and it's where I learned to deliver results through influence, not authority.
Selling, implementing, and leading across countries, time zones, and cultures, with teams that don't report to you.
Appointed Global Head of a new function, built from scratch and expanded to nine countries on three continents. A matrix leadership role reporting directly to the Global VP and to the division's Board in Bonn, Germany.
MBA in Digital Business
USP/Esalq
Paying it forward: mentoring professionals inside the real corporate world.
I started mentoring high-potential talent and trainees inside a multinational, in cycles that run for months, not one-off conversations. The core lesson: what unlocks a career is rarely new information. It's the ruthless clarity to decide with the data already on the table.
The practice becomes a craft: NOVIDARO is born.
Over the years I learned that real listening is rarer than it looks, and that it could help a lot more people. Executive mentoring built around you.
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I'm a member of EMCC Global, the international council for mentoring and coaching, co-founded by David Clutterbuck. EMCC Global 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 me access to the global community of practitioners and to the association's events and technical resources. The full code of ethics is available here, and what it means in practice for NOVIDARO's mentoring is on the Commitments page. The competence framework that guides my professional development is the EMCC Global Professional Practice Framework.
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I'm also a member of the International Mentoring Association (IMA), based in the United States. Membership gives access to its annotated citation database, its program standards (IMA Program Standards), and its global network of practitioners and researchers. The IMA has adopted the Global Code of Ethics for Coaches, Mentors and Supervisors and has been a signatory since 2018, along with eleven other international organizations.
The origin of the word mentor
Mentor is a minor character in the Odyssey. When Odysseus leaves for Troy, he puts Mentor in charge of his household. Twenty years later, the suitors have taken over the palace and eaten through the estate. Mentor speaks only once in the poem, in a speech to the assembly of Ithaca that no one listens to. The one who actually guides young Telemachus is Athena, goddess of wisdom, who takes on Mentor's appearance and keeps it while she gives advice.
The word took on its modern meaning in 1699, when Fénelon, tutor to Louis XIV's grandson, published The Adventures of Telemachus and put Mentor at the center of the story. This Mentor gives too much advice: reforming the kingdom of Salento, he decides how many social classes there will be and orders vineyards torn out if there's too much wine. But on the last page, the goddess reveals herself and explains that her absences along the journey were deliberate, to get Telemachus used to being without her. It's time for Telemachus to learn to walk on his own. What looked like a plot accident was method, three centuries before the mentoring literature said the same thing.
NOVIDARO keeps that destination but changes the route: people who learn to frame their own problems get there sooner. And they go further. That's what the name says: novus and videre, to see the new.
The heritage of the name
The catalyst for understanding what's next: someone who helps you see what isn't clear yet, and act on it.
The signature N: the stroke that breaks through the line and stands on its own.