Executives discuss challenges of changing career paths | Business

“Of the total hires we completed in 2024, nearly 27% involved sector transitions,” says Pedro Moxotó, partner at Exec, a consulting firm specializing in executive and board member recruitment and development. “In 2022, that rate was around 17%.”

According to the headhunter, these numbers indicate that both employers and talent are becoming more willing to navigate shifts in professional goals. “From a company’s perspective, even when short-term pressure for results prevails, there’s a growing belief that bringing in an executive from another sector can significantly enhance operations,” Mr. Moxotó explains. Skills developed in different industries often enrich management with fresh perspectives. “The immediate returns might be uncertain, but the potential for transformation usually outweighs the risk.”

From executives’ point of view, Mr. Moxotó continues, many realize they’ve reached a learning and performance ceiling in their original sectors. “By seeking opportunities outside their comfort zone, they develop entirely new skill sets and enhance their employability,” he adds. “An executive who successfully transitions becomes attractive for more opportunities, beyond just the niche in which they built their original career.”

This is the case of Roberto Celestino, who, after nine years as head of digital innovation, switched areas within the same company. In April, he took over as chief sustainability officer (CSO) at NTT Data Brasil, a newly created role at the global business and technology consultancy, which employs 5,500 professionals in the country. “Sustainability is an increasingly important topic,” explains Mr. Celestino, who holds a master’s degree in innovation management. “Measuring CO₂ emissions and understanding the impact of human activities on the climate are part of the corporate agenda. My innovation background has given me a broad perspective on how digital technologies can help create sustainable production methods.”

Pivoting his career is not unusual for the 55-year-old executive, who has more than two decades of experience in innovation. “In 2013, I moved from consulting on projects into academic research, becoming a university professor. In 2015, I returned to consulting,” he recalls.

Before finalizing his latest move, Mr. Celestino considered factors like purpose, opportunities for development, the longevity of the subject he would be working with, and the potential to generate business for the company. “I was drawn by the chance to make a positive impact through sustainability projects,” reveals the CSO, who invested in additional training and earned a Sustainability Leadership certificate from Imperial College London (UK), a professional credential validating leadership skills in sustainability.

“I had to step outside my comfort zone,” says Mr. Celestino, listing the obstacles involved in taking a leadership role in a new niche. This brought insecurities, fears, anxiety, and uncertainty, he admits. “But it also offers new experiences and friendships. It requires an open mind for learning and the humility to start from scratch.”

For Lucas Mendes, executive director of Fundação Estudar since last year, landing in unfamiliar territory requires careful listening and building trust. “The greatest challenge is earning credibility without disrupting what’s already working, and demonstrating that the changes will lead to improvement,” says the executive, who is working full-time in the nonprofit sector for the first time.

Mr. Mendes, a co-founder of Cubo—a startup innovation community linked to Itaú Bank—previously led the Brazilian operations of workspace solutions company WeWork for five years. In 2021, he became CEO of Escola Lumiar, a private educational institution, a role he held for three years before joining Fundação Estudar, an organization founded by billionaire trio Jorge Paulo Lemann, Beto Sicupira, and Marcel Telles. “Working in the nonprofit sector wasn’t part of my original plans, but the opportunity was irresistible because of the mission and the people involved,” says the executive, who received a scholarship from Fundação Estudar itself in 2014. A decade later, he became the first scholarship recipient to lead the 33-year-old institution.

For those considering a professional makeover, Mr. Mendes emphasizes the importance of human capital. Study your future team carefully, he advises. “Assess if the sector you’re joining is growing, to avoid frustration,” he adds. “Lastly, understand the organization’s financial health. Entering a company facing cash-flow problems can drastically change your work experience.”

According to Raphael Paglia, director of “phygital” (integration of physical and digital operations) at tourism giant CVC Corp since March, it’s also essential to ensure alignment with the needs of your new professional project. “I evaluated how my previous experiences could add value to this role, as well as the potential impact I could have in this new field,” says the executive, a newcomer to the tourism industry who spent the last three years leading digital channels and marketplace operations at telecom operator Oi. He now leads the omnichannel integration strategy at CVC—its “phygital” division currently represents 44% of the brand’s sales, up from 18% a year ago.

Mr. Paglia, whose experience includes companies such as Coca-Cola and Carrefour, says he prepared thoroughly in advance for this new undertaking. “I studied the industry and company context, reviewed market case studies and references,” he reveals. The biggest challenge, according to him, was quickly adapting to new work routines. “I had to dive deeply into the travel industry metrics to make agile decisions. The ‘secret’ is to enter listening more than speaking.”