Practice · Works, assets and management · for those with a chair empty or wrong
People: search, development and succession
The right seat changes the company. The right person changes the seat.
The highest cost in the average company sits on no line of the balance sheet: it is the wrong seat. The manager who stalls the team, the key position vacant for months, the talent who leaves taking what only they knew — each of these drains more than the entire payroll, and none appears in a report.
Hiring well is not finding a CV: it is designing the seat before looking for the person — what it decides, what it delivers, whom it answers to, what the company becomes if it gets it right. And keeping well is not retaining at any price: it is knowing what stays in the company when someone leaves.
The house handles people with the method of those who structure organisations: seat design, search conducted by name, assessment that measures what matters, development against a yardstick and the succession map of the positions that cannot fall vacant. Nothing through a call centre — every piece of work has someone responsible for it.
Where it usually goes wrong: hiring for yesterday. Haste delivers whoever is available, not whoever is right — and the wrong seat costs double: its own time and the time to start again. A well-designed process is faster than two rushed ones.
A typical case: the management position open for months because 'nobody turns up'. Designing the seat reveals that the search was for a profile that does not exist — two roles in one. With the roles separated, both hires come through in weeks, for less than the original package.
A management position open for seven months. The cost is not in the payroll: it is in the decision nobody takes, the team that waits and the manager holding two jobs. In a unit with R$ 20 million in revenue, a vacant key chair tends to cost 0.5% to 1% of the result per month: R$ 100,000 to R$ 200,000 for every month of waiting. The chair design and the search by name close in weeks — and tend to cost less than one month of vacancy.
The figures above are from a typical case, with market ranges as of September 2026, to show the arithmetic. Yours comes from your own data, in the diagnosis.
You stop hiring for yesterday. You start receiving the chair designed, the search by name and the succession map — with someone accountable, a deadline and proof, in the same account that looks after the rest of what is not your business.
Per search or design project — with a replacement guarantee declared in the contract when the hire does not hold.
Official sources, at the exact point: the article of law, the service or the search you can use today. None replaces analysis of the specific case, which is our work.
What the group executes with its own hands, open to the account: works and engineering under its own signature, property and development, certified mining, technology and data, fairs and missions, people and management. Whoever engages the reading may also engage the execution — with affiliation declared in writing, always.
We do not promise a result before knowing the case, we do not promise deadlines that are not ours, and we do not chase speculative theses to fatten an opinion. Nor do we take commission for referring anyone: whoever executes answers for the house, within our price.
A conversation, with no materials and no proposal, to understand what is blocked. If there is matter to work on, the next step is the letter of authorisation and secrecy, a document that limits our own access before anything else. If there is not, we say so, and the conversation ends there with no awkwardness for anyone.
Nothing starts without the three in writing. What changes along the way changes by signed addendum, with its cause stated — never by habit.
Payment follows what was delivered and checked, not what was promised. On site, measurement is independent; in other deliveries, the milestone carries proof before it becomes an invoice.
When execution involves a group company, that is said beforehand, in a document. The client chooses knowing who does the work — and may choose someone else.
Say in two lines what you need to resolve. Eduardo Roveda answers personally, in business hours, and the conversation starts where it makes a difference.
This pagepoint the cameraIt reached the desk of whoever answers. The reply comes in writing, during business hours.
