A leader’s legacy is what others continue to do
Gilberto Tomazoni
Ana Paula Paiva/Valor
When Gilberto Tomazoni informed his team a few weeks ago that he would step down as JBS’s global CEO in January, he read a speech he had written. “At a time like that, you want to choose the right words,” he said. “The team asked for a copy of what I had written because I was talking about people, which are a leader’s greatest responsibility,” he recalled, visibly moved.
After eight years at the helm of the world’s largest meat producer, Tomazoni will hand the reins to Wesley Batista Filho, the current CEO of JBS USA, son of Wesley Batista and nephew of Joesley Batista, both of whom previously led the company. The change marks the return of a member of the controlling family to JBS’s top executive position.
On the “CBN Professional” podcast, Tomazoni discussed how he is preparing for the transition. Beginning next year, he will serve as vice chairman of the board and senior adviser. “Careers have their natural cycles. I’m not changing my mission; I’m changing my role,” he said.
Tomazoni said he is comfortable with the decision because he believes he is leaving the company, which has more than 280,000 employees, in a solid position. “It is more globalized and diversified and has tremendous resilience to address the different business challenges that may arise,” he said. He highlighted the extension of the company’s debt maturities, its achievement of investment-grade status, its U.S. stock-market listing, and new avenues for growth, including Southeast Asia. “It’s a great moment.” Over the past eight years, JBS’s revenue has grown 73% in nominal terms, from $49.7 billion to $86.2 billion.
According to Tomazoni, preparations for the leadership transition began two years ago. “There is no better time to do it because you can be confident that a successful strategy will continue. The team is ready.”
The succession is connected to what Tomazoni considers his main responsibility as a leader. In addition to his new roles at JBS, he will become chairman of the J&F Institute, which focuses on developing new leaders. “I believe your true legacy is developing the next generation of leaders. It’s not just what you did; it’s what people will continue to do.”
A mechanical engineer born in Ipumirim, in the countryside of Santa Catarina, Tomazoni has built a 40-year career marked by challenges. One of the first arose while he was still at Sadia. After holding several engineering positions, he was assigned to help turn around a money-losing plant in Duque de Caxias, Rio de Janeiro. It was his first management position. “I had never been involved in production, but the person leading me thought I was capable and put me on the team to do it,” he recalled. “I had the privilege of working with people who gave me autonomy and responsibility.”
The challenge was also personal. His wife was eight months pregnant, and the couple had a 5-year-old son. The family decided to move to Petrópolis with him. “We had to find an obstetrician and decide which hospital to use. It was a transformative challenge for my family and me.” He said the unit turned its results around and multiplied production within three years.
Tomazoni began at Sadia as an intern and rose to CEO over 27 years. He then spent three years at Bunge Alimentos as vice president and managing director for South and Central America. He joined JBS in 2013 as president of its global poultry business and later became president of Seara. In 2015, he was named global president of operations; in 2017, global chief operating officer; and in December 2018, global CEO.
An episode Tomazoni considers decisive in shaping his view of leadership occurred at Seara. When he took over a business facing a series of problems, he chose to begin the transformation with people rather than infrastructure or processes. The company returned to profitability within three months and outperformed its competitors within six. “I believe culture and values are fundamental because they drive results and high performance at the company,” he emphasized.
Tomazoni acknowledged that he has always been a demanding leader and sought to “set a higher bar.” “I believe the way to develop people is to give them challenges they don’t know they are ready to take on. That is what people did for me.” In his view, excessively protecting a team can prevent that development. “A leader who only tries to protect the team is the worst kind of leader,” he said.
Tomazoni must now face a different challenge: stepping away from operations after decades in executive positions. He believes he will remain active in his new advisory role. “I will support the CEO with whatever he needs, support the board, and at the same time help develop the company’s next generation of leaders.”
Asked whether he will be able to resist the temptation to become involved in day-to-day operations, Tomazoni said his concern is different: avoiding taking on too much. After all, the change should also create room for a more balanced life. “I’ll have more time for other things, more time for my family, more time for my friends, and more time for myself.”
In the full episode, available on CBN’s website, streaming platforms including Spotify and Apple Podcasts, and Valor’s and CBN’s YouTube channels, Tomazoni also discusses what he learned about being a global CEO and how he created financial incentives for his executives to outperform the competition.
Translation: Todd Harkin
