Brazilian Communicators Expand Their Presence in Global Roles

Occupying strategic roles that influence international agendas, Brazilian professionals in leadership positions in corporate communications bring to the global table skills developed in Brazil—a complex, diverse, and highly competitive market. This experience is a decisive advantage in shaping strategies, engaging with multiple audiences, and adapting to different cultures.

“Our main role is to be an influential voice in global decision-making, representing Bayer’s second-largest market worldwide,” says Malu Weber, Vice President of Communications and Agribusiness for Latin America at Grupo Bayer Brasil and Chairwoman of the Deliberative Board of Aberje. Malu recently celebrated five years at Bayer and now travels regularly to the company’s headquarters in Leverkusen, Germany, as well as to various Latin American countries, in addition to visiting regions across Brazil to monitor operations. She emphasizes that working in Brazil requires an integrated vision and absolute focus on what matters to stakeholders—skills that are reflected in her participation in global discussions. “With this new operating model, both in business and in our structure, cluster and country leaders are more connected, which has increased collaboration, knowledge sharing, joint decision-making, and discussions about our talent worldwide, enhancing the visibility of our teams and creating more development opportunities,” explains Malu.

“Cultural and demographic diversity requires constant adaptation of messages, which is essential for operating globally,” notes Pedro Torres, Director of Communications and Institutional Relations at Gerdau, highlighting that Brazil serves as a major training ground for communication at an international scale. Based in Brazil, Pedro now travels to countries where Gerdau operates directly, including the United States, Canada, Mexico, Peru, Uruguay, and Argentina, where he oversees communications and reputation management. The United States is a frequent destination due to the country’s strategic importance for the company.

The same perspective on the importance of adaptability is shared by Pedro Alves, Senior Vice President of Global Communications at Mastercard. According to him, the Brazilian market compels professionals to act holistically, mastering multiple aspects of communications and marketing. “I didn’t feel a lack of any technical skills to work abroad. On the contrary, I was able to contribute to global teams because in Brazil we learn to do it all,” he says. Building on his experience in Brazil, Pedro Alves is now based in New York, maintaining constant contact with Mastercard’s Tech Hubs worldwide. In his role as Head of Communications for Technology, he regularly travels to Saint Louis and Arlington in the U.S.; Vancouver, Canada; Dublin, Ireland; Pune, India; and Sydney, Australia.

“Brazilian experience develops a unique ability to navigate uncertain scenarios with creativity and empathy,” explains Sarah Bonadio, Global Director of Corporate Affairs at Alpargatas. “This resilient and innovative perspective helps us balance strategy and flexibility, aligning corporate objectives with diverse realities,” she adds. Sarah emphasizes the importance of in-person interaction, which takes place at key moments throughout the year. Based in São Paulo, Brazil, she maintains frequent contact with the United States, Italy, France, Spain, Portugal, Australia, the Philippines, Indonesia, and Thailand—countries central to Alpargatas’ operations.

Challenges and Priorities in Global Communications

International work demands skills beyond technical expertise. For Malu, “human competence” is central: building valuable relationships, strengthening teams, and understanding what matters to different audiences. Pedro Torres of Gerdau highlights the importance of decentralizing and giving each market the autonomy to shape strategies rather than merely replicate them.

Pedro Alves of Mastercard adds that leading multicultural teams requires cultural sensitivity and political acumen. He also notes that employee engagement has become an increasingly complex challenge post-pandemic, varying significantly across countries. Sarah Bonadio emphasizes that, in a global context, authenticity, active listening, and openness to different perspectives are essential assets.

Beyond execution, the leaders stress that their work increasingly involves connecting business and society in a coherent and transparent way. This entails managing external pressures on sensitive topics such as climate change, diversity, and responsible innovation, without compromising the consistency of corporate narratives. Aligning messages across time zones and languages, ensuring global strategies are understood locally, and measuring impact with comparable metrics across markets are also top priorities. “Communication needs to be fluid but not fragmented; integrated, yet respectful of cultural specificities,” summarizes Sarah.

Among the recurring themes in international agendas, executives highlight sustainability, corporate reputation, innovation, decarbonization, and institutional relations. In Brazil, events such as COP30 spotlight climate change, regenerative agriculture, and corporate responsibilities in addressing these challenges. “Everything that is relevant to the business and its stakeholders must be on our agenda,” says Malu, stressing that communication must translate these commitments into concrete actions and consistent narratives. For her, following these global discussions is key to anticipating trends and strengthening the company’s positioning in an increasingly competitive and interconnected environment.

The message from these four leaders to those aspiring to pursue a global career is clear: one must combine technical competence, adaptability, and strategic vision with a strong network of relationships. “It’s not just about knowing how to ask; you must know how to do, lead, and build trusted connections,” concludes Pedro Alves.