Discover how Bruno embraced transformational leadership early in his career and made a lasting impact on his team.
What motivated you to take on a leadership position so early in your career?
I was in Sales, where I gained the most knowledge in my career. But I’ve always liked the strategic side, and in 2023 I wanted to move more into that area. I joined the DCO team and soon after took on a leadership role. What motivated me to become a leader was the feeling that, throughout my 11 years at Schneider, I always found people who believed in me and my potential. I chose to be a leader as a way to give back: in my current role, I can offer others what was once given to me. Leadership has the power to make a real difference in people’s lives, especially when it’s human-centered. My focus is on developing people in the best way possible while creating opportunities similar to those I experienced.
Throughout my journey at Schneider, in these almost 11 years, I had many people supporting me and truly believing in me and my potential.
What have been the biggest challenges you’ve faced as a leader, and how did you overcome them?
I took on leadership at 24, leading a team of 9 people of various age groups (+30, -20), a very diverse team. The main challenge was always knowing how to position myself as a leader. At times, I doubted whether I was good enough to lead 9 people. The biggest challenge is identifying how far I can go. “If I give all the answers or try to do everything myself, I don’t need a team.” I face challenges in management—knowing how far to go with the team and where the employee’s autonomy begins and ends.
The main challenge for me was really positioning myself as a leader. Many times, I wondered, ‘Am I good enough to be leading 9 people?’ Finding a balance between how far I go and how far I let the team go is a constant challenge.
Did you have a mentor or receive any advice that made a difference in your journey?
I don’t believe there was a specific moment, but rather that the key was being persistent, consistent, learning 1% every day. I believe that “1% every day” makes a difference. In terms of behavior, I think my attitude helped. I always acted one step ahead. As an apprentice, I acted like an intern; as an intern, I acted like a junior analyst, and so on.
I was always the youngest in the team, but the one with the most time in the company. What made a difference in my journey was how I handled it.
I was someone who started giving insights, like ‘do this, it’ll work,’ or ‘talk to this person.’ So even before officially becoming a leader, I already had these small leadership behaviors. I don’t see it as a key moment, but rather a series of small moments that shaped my path.
Do you believe that being exposed, always on the front line and seeking opportunities, helped you grow?
Absolutely. That exposure helped get my name mentioned in meetings, made me a sort of “reference” for solutions and problem-solving, and helped me build a strong network. I always tried to contribute and learn as much as possible, and that combined with exposure helped me grow in my career.
I think there has to be a balance between putting yourself out there—which is important—but doing it in a positive way, showing your strengths, contributing to projects and people.
What values do you consider essential for good leadership?
The way I lead today is the way I would like to be led. I’m a leader who gives the team freedom, without micromanagement. I understand that people handle freedom differently, and that’s beyond my control. As a leader, I make a clear distinction between what I can influence and what I cannot. When aiming for a result, I believe there are countless paths to reach it. As a leader, I’ll always be there if someone needs guidance, but everyone has the autonomy to choose their own path. Who knows, maybe they’ll find a better way. As a leader, I’m always willing to listen and help.
I give people the chance to try, fail, learn, and try again. And if it doesn’t work the third or fourth time… I’m here for that (to guide).
What kind of legacy would you like to leave as a leader?
I’d like to leave a legacy of having made a difference in people’s lives. Beyond results, it’s about the potential of each employee and the development of their professional skills. I aim to be a leader who understands where each person is in their journey, gives feedback, and builds a professional and personal connection that allows for deeper development.
We are one person. So today, I often interact with my team on a personal level. In the sense that, if someone is going through a good or bad moment, the way they deliver will be different. […] That way, you create a bond, and that bond helps you connect with the team.
What was it like to start in the corporate world at 15?
I’m the youngest in my family and had role models at home. My brothers took a vocational course, and I wanted to do the same when I could. Since I was 13, I knew that when I turned 15, I’d switch to night school so I could take the course during the day and work afterward. From that moment, I decided that was the path I would follow. I’ve always been very observant, so when I went to restaurants, I tried to understand how everything worked. When I had that desire at 15, I gained a new perspective and a shift in reality. The desire to grow and improve every day helped me pursue change.
I had my brothers as role models, but once I entered (the corporate world), I started to see that it was possible.
What do you expect from an intern who wants to grow in the company?
I believe the behavior I had as an intern helped new opportunities arise. So I think that’s the path: attitude. Simple actions, but appropriate for the moment. Interns shouldn’t be held to the same standards as full-time employees. Interns are there to learn, grow, ask questions, and contribute. I expect interns to be committed, determined, and curious. I never settled for easy answers—I always dug deeper. An intern who wants to grow needs to be available, ask questions, and be curious. All of that shows they’re eager to grow.
What I had to offer at the time (as an intern) was a lot of commitment, determination, and curiosity. I never settled for easy answers. I was someone who asked questions and made myself available to learn.
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About the author
Bruno Xavier, Digital Channel Operations Leader
With nearly 11 years at Schneider Electric, Bruno started as an Administrative Apprentice, then interned at both high school and university levels. He was hired as a Sales Consultant in 2018, and with a strong background in Sales, Bruno feels this was a very important foundation for him.
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