BBRBRIDGE was born from experience. Not only the good kind.

For years, in different institutions and countries, I kept seeing the same split. Integrity in one place. Performance in another. Sometimes the language was sophisticated. Sometimes it was not. But the result was often similar. Either control became heavier and more self referential without behaviour improving, or performance moved ahead on foundations too thin to endure.

That stayed with me.

Over time, I came to see two kinds of leaders. Those who choose a side. And the rarer ones who know how to hold both together in a way that makes the institution stronger.

Anyone who knows me will know where I stand.

I have never seen integrity as a side matter. And I have never made a decision as if performance did not matter just as much. To me, the real work has always been in the balance.

The first line of work at BRBRIDGE, Deep Conduct, came from that conviction, but also from something else. I became, to the best of my knowledge, the first and perhaps still the only Brazilian to lead Conduct for Europe, including the UK. That experience mattered to me deeply. Not because of the title itself, but because it exposed me, from close range, to one of the most demanding conduct environments in the world. It also cured me of something that I believe weakens too many conversations in Brazil: the idea that our problems are uniquely ours, or worse than everyone else’s.

They are not.

Conduct failures, cultural distortions, weak incentives, blind spots in leadership, tensions between control and business, all of that exists everywhere. In different forms, yes. But everywhere. Seeing that made me stronger, and freer, to work with Brazilian companies without any trace of inferiority. With seriousness, with realism, and with the conviction that the point is not to imitate others, but to build institutions that are sound on their own terms.

That is what Deep Conduct means to me. Governance, control, and integrity should serve strategy, not turn into an industry of their own. Real integrity should be felt in decisions, understanding of people, incentives, relationships, and culture, not only in process.

The second line of work came from another repeated frustration. While working on capital raising deals across regions and continents, and serving on advisory boards linked to Africa and to Brazil, I realised that others had learned far better how to access European pools of sustainability related capital. Brazil, despite its strengths, often had not. Not because the proposition was weak, but because it was too often underframed, poorly translated, or trapped in old narratives.

That became Sustainability as Capital Raising Strategy.

It starts from a conviction I hold strongly. Sustainability should not be reduced to burden, cost, reporting, or disclosure. For Brazilian companies (and government) it should also be understood as strategy, competitiveness, access to capital, and long term value.

That is why capital raising sits so centrally in this work. BRBRIDGE helps companies and governments uncover opportunities that sustainability can open in access to capital, especially where markets have not yet fully recognised the strength of the proposition.