Santander Brasil

My professional journey began in law, where I focused on business, banking, and M&A. Over the years, I rose from associate to partner in law firms before stepping into the corporate world in 2005. I served as General Counsel at two Brazilian financial institutions—roles in which I also assumed the responsibilities of Chief Compliance Officer. That dual perspective, combining legal acumen with risk oversight, shaped how I see the function of compliance today. Since 2020, I’ve been with Santander Brasil, leading the Compliance risk area, excluding Financial Crime Compliance.

This path has taught me that compliance isn’t just about rules—it’s about culture, collaboration, and the courage to lead responsibly.

From Governance to Culture: Evolving Perspectives

When I transitioned from legal leadership into compliance, my respect for governance only deepened. It’s a powerful tool—not just for enforcing rules but for fostering alignment, memory, and accountability across an organization. Risk management, I’ve learned, is as much about common sense as it is about frameworks. It requires acculturation—an internalization of values across every level of the institution. Governance helps drive that cultural shift.

 Compliance isn’t just about rules—it’s about culture, collaboration, and the courage to lead responsibly. 

The Regulator Relationship: Listening, Transparency, and Trust

One of the most important mindsets I’ve adopted is to treat regulators and supervisory bodies not as adversaries, but as essential partners. Their mission is to uphold the integrity of the financial system, and they often bring a valuable perspective because they see the broader industry landscape. That makes active listening critical. When we disagree, it’s not a confrontation— it’s an opportunity for technical, fact-based negotiation. When backed by clear reasoning and data, these conversations can be constructive and solution-oriented.

In today’s fast-paced financial environment, transparency is nonnegotiable. Mistakes will happen, especially in times of rapid change and innovation. But mistakes, in and of themselves, aren’t the issue. What matters is how we respond. Our regulators need to trust that when something goes wrong, we’ll react quickly, contain the damage, fix the process, and prevent recurrence. That level of integrity builds lasting credibility.

What It Takes: Humility, Curiosity, and Context

If I had to distill my experience into guidance for those entering the field, I would begin with this: Be humble. A risk manager’s job isn’t to own the truth but to constantly observe, interpret, and advise. Be curious and study relentlessly—know the legislation, the market, the business, and especially the customer. Visit operations on the ground. No theory replaces the insights gained from real-world exposure.

I also encourage professionals to stay open to evolution. The world—and compliance with it—is constantly shifting. Our role is to keep pace, not to resist the inevitable. Perhaps most importantly, understand the power of data. We’re operating in an ocean of information, and those who can interpret it effectively will lead the way forward.

At Santander, I’m fortunate to be part of a team and an institution that sees compliance not as a constraint but as a strategic enabler. It’s about making sure we do things right—not just to meet regulatory expectations but to build a stronger, more sustainable future.