Latest / PodCat | Papo Tech no Financeiro / #02 - De estagiária à liderança: uma trajetória de crescimento no financeiro
Transcript
- Catarina Pinheiro: Hi guys, welcome to another episode of Papo Tecno Financeiro. Today we have a very special I'm here with Manoely Rodrigues. She is the financial at Rocket City. The idea here is a little about Manoel's from the beginning of her career as an intern until she reaches the leadership share little bit learning and tips for those who want speed up their career in finance. Manoel, introduce yourself little bit, tell people who you are today, what your role is in your company, tell me a little bit about your company too, you do inside the Rocket City. Manuelle Rodrigues: Hi guys! First of thank you for the invitation and for here this room talking a little bit about this trajectory. I'm Manoely, I'm at Rocket City as a financial I'm going to years of business now, but it started Since my graduation, with some opportunities that up during college. I graduated in the production but since college I had lot of affinity with the finance I really it. And one of my teachers, who my mentor, was the first one to open doors for to study in areas related to career. I think that was a differential because I started already within the college to have professional even though very small there as an intern, but they experiences that opened doors for me really enter the work market as as I graduated. Catarina Pinheiro: Very then talking a little about your career tell me about your role as an intern. I understand that you entered through this teacher and it's interesting to see this question of you doing engineering and then migrating straight to the area. Usually we see people training, trying some work and then going to the financial area. But tell me a little about how was your beginning as an intern? What did you do at that time? what you the in the financial Manuelle Rodrigues: Thanks. It's really cool because I had two internships before my financial career in other areas of production to find out that I didn't like them until I got this internship in big education here Brazil. And then was a internship there several interns and these interns but they were assigned in several areas. And I ended up with another trainee in the We were the team's who later became financial but before that they a small team within the room. And the of connected lot at the time with the financial And this was a differential for us because even though he was starting his career and starting in financial we were learning a lot. It was neither mine nor hers to work with But he was a manager who also looked a at our development. So everything we did had a direct at him and also our financial at the time. But since he had a lot of business and it was he Catarina Pinheiro: Thanks Mm-hmm. Manuelle Rodrigues: that later also led to growth of company, opening of capital and everything else. So we entered an ecosystem of someone who was leading a transformation within the business. In a startup, in an area that was building financial processes, that needed to have more solid At that time we were making several acquisitions, so when I started as an intern, the company had already done Catarina Pinheiro: Thanks Manuelle Rodrigues: acquisition and throughout my career evolving there as an analyst and then as coordinator we made other acquisitions so we had to professionalize ourselves and deliver more reports, analyze more data and understand how that connected to the business and I think having a leadership that opened doors for in this area that I really to study made a big difference. Catarina Pinheiro: to talk. I part of the role of leadership is this, we have to think a lot about it. We end up shaping the career of another person especially at the beginning when the person is in this role of internship, etc. But it's pretty cool. And it's that I understood that you've entered a company with many challenges in the financial part, because we know that company is with M &A, with these processes, already with other subsidiaries, financial more complex, so I think it must have been a very cool of learning, Manuelle Rodrigues: don't like to call it luck, but it was a very good for us fall into this area. At that moment of restructuring, because I had the opportunity to in the construction of this. Catarina Pinheiro: Mm-hmm Manuelle Rodrigues: work with other leaders who already had market expertise, control managers who even helped me, mentored me. ⁓ And then that was fundamental. I think there are two sides. There the of leadership, of having this perspective of development, and there is the perspective of the collaborator himself, not closing I have a more expansive, communicative So, for me to understand the business, I needed to, and I on the numbers, I needed to talk a lot with people. And I was really Catarina Pinheiro: team. Manuelle Rodrigues: I was curious, I was learning a at that time. I'm learning, but that time was much more. Catarina Pinheiro: Mm-hmm. Manuelle Rodrigues: So this curious was also fundamental because it matched both things, opportunity that the company was giving of development, of business construction and daily life, with the curious that I had to be focused on learning what they needed, what I knew to grow. think they were things that helped me a lot at the beginning of career. Catarina Pinheiro: It sense. And I think what you said is very true. We can even always say that we have a little bit luck in life. Of takes a little luck to be in right sometimes. But I believe a lot and I touch a on this subject of serendipity, which is that are there, you are exposing So you exposed yourself to the challenges, you were there, you embraced your opportunities. So I think there's a little we can even say that we are little lucky, but luck is also very well made. We increase the probabilities. I am also a training I also through the process as you, which to try engineering, in this case I a civil it didn't work out, but I also immigrated. But we talk about numbers and then talking about which is to the probability of luck happening, It is super important too, so expose yourself. Manuelle Rodrigues: Yeah. Catarina Pinheiro: And then talk about how were doing my runs, being more expansive. Tell little about this process of your career You started, then you moved to the next stage, is where you learned a lot. I imagine you had lot of learning in this area. And then tell me a little about your career. Did you a moment when you you to leave comfort I imagine that if you form into something and go to another, it's a bit like leaving the comfort zone, but in your career, did you need to that next step? Manuelle Rodrigues: Yes, were several. I think that this first moment of the internship, yes, but soon after I had a transition of positions within the same company, in a way, quickly. In a matter of five years, more or less, was when I left the internship for the coordinator, I left there from this first experience, which was really in the financial area, already Catarina Pinheiro: haha ⁓ Mm-hmm. Manuelle Rodrigues: as a specialist in coordination. And in five years I had several experiences, not only in financial because when we talk about this, we talk about budget, we talk about talking to the leaders, about understanding variations. And as people are cheering their noses, we will ask why the costs were higher than expected and we will try to the reasons why this affects the business. But I also went through areas of new businesses where we did the start-up which we would like to invest in at time. I also participated in the M &A there we divided M &A into new businesses. The M &A was very focused on teaching and the new business Catarina Pinheiro: you soon. ⁓ Manuelle Rodrigues: was focused on startups and technology. I went through both areas, so were different In M &A, I dealt with much more technical things, more with lawyers, more with accounting. The managers were like a teaching system, were companies that had been on the market very structured, more traditional. And when you look at market for new education and technology they newer Catarina Pinheiro: Get them. Manuelle Rodrigues: that were in growth, were in structuring, the business being proven, so the questions were different, that had to done. Looking at the business was different, looking at the same indicators of EBITDA, result, margin, so there were details of the business completely different that reflected, in the numbers. that required me to a quick learning curve too, I had to do many Catarina Pinheiro: Thanks Manuelle Rodrigues: I had leave lot of what I didn't know and find out how I did what the right that I had to ask. And then I think that observing the leaders, looking at which were the leaders that stood out, the behaviors that they had, what was the highlight there, since I was in this environment where I was closer to self-management, because of decisions that were made, of investments, everything. So this look of observation was important for me to be able to learn, in fact, ask these questions. And then that made people look at me in a different and gave me these opportunities to evolve in my career. So I think it was a real of opportunities and that sometimes I was put out of my comfort zone and in this company that I worked specifically there were many changes because we were growing. I always responded with lot of with lot flexibility. this was fundamental, this adaptation. and of to grow faster. ⁓ Catarina Pinheiro: Damn, imagine that, to be in two areas, different with the same data, it's crazy, because you can have many different so you end up having a bit of the vision of that audience that is very different, you will talk to a lawyer... you will talk to an accountant. They are very different because they are different are areas that will focus on different But it's really cool. There is a topic to talk about until the end of day. I have to ask here about these areas, you But we will focus on career, so you talked little about you had to study a lot, you had to look a lot. then talking little about it, even, Manuelle Rodrigues: Yeah. Catarina Pinheiro: Is there any skill that you learned, whether you studied or you really that you consider that accelerated your career Or for example, you said you went through several areas, You went to the FPNE saw lot of data, more analytical, also went through control. If there is any area, for example, that moment, accelerated my career What do you think are the main points of skill or areas that and that can accelerate, including those are listening here and who are in the financial sector and who want to make career this change and get into this role of faster Manuelle Rodrigues: Yes, very good question because I that I really to look for mentors and they mentors within the business. So when I saw a director or a manager who shined my eyes for some reason, whether it leadership or technical I usually I was going after it, hard face, trying to a coffee in half an hour. And my very direct was, what did I to do to get to a financial management What were the skills, were the knowledge that I had to acquire? And these conversations opened up lot of ways and I've been doing these conversations throughout my career. So I remember Catarina Pinheiro: Mm-hmm. Manuelle Rodrigues: a specific that was already for my transition de coordenação para gerência que ⁓ desses meus mentores ele literalmente me elencou quais eram as coisas que ⁓ diretor financeiro por exemplo deveria saber né então temas de financeiro tesouraria de ameneia de societário e eu fui dando alguns checks óbvio de conhecimentos superficiais naquelas coisas né eu tava tive ⁓ pouquinho de experiência aqui ⁓ pouquinho de experiência é então eu fui dando esses checks e aí tinha uma experiência específica na época that I the opportunity to build an area from scratch. So would be to build to understand how the financial a payment receipt account, how it connected to accounting, because I only saw the of the result of the business, Exactly, but I didn't see Catarina Pinheiro: Mm-hmm. channel. Manuelle Rodrigues: That's when I this company. I got a proposal to exactly that, would be to build a team, to set up system, structure a back office from scratch. And I had seen how it worked well in the company I worked so I had a path of the stones where to start. And I had the opportunity to look for this new experience that I didn't have. So I think a very important for me was to list literally what were those things that would put in the position that I wanted to in a few years. And I intentionally after those things that I already had and those things that I didn't have anything at And draw a plan for that. So throughout my career it was very Catarina Pinheiro: I guess. Manuelle Rodrigues: I think that this also your mind to things that you need to understand more deeply in the world of Catarina Pinheiro: scene. Manuelle Rodrigues: I think that the plan to see what you need and what you have already achieved, the search for depth, also to this communication with people, which is everyone to this communication, but it takes you from places where you are more hidden and it puts on other tables, so it makes total difference. I think these were the that helped me the most in my career. And I think that nowadays, for example, I Ama from last year coming here, learning to deal with the world of artificial with all this novelty that comes in world of technology. The company I work today is basically, are a technology that teaches people how to this. And today, for example, I see that it a skill that maybe I could have, I know. Adquirido atrás, mas que hoje o fato de eu saber fazer as perguntas certas ter aprendido com essas outras lideranças o que eu preciso investigar no negócio me muito mais fácil utilizar a inteligência artificial, por exemplo, no meu dia a dia hoje do que se eu não soubesse fazer essas perguntas. A inteligência artificial seria vazia para mim no meu mundo financeiro. E hoje ela me agrega porque eu aprendi com essas habilidades para ⁓ dia que eu tenho que levar ela. to help me. And that really made a big difference. Catarina Pinheiro: It makes total sense. I always say that expands. It expands what you don't know sometimes, because if you pass something empty will return something very empty too, or something generic. And then you need to learn little. There is this ability to learn to deal with artificial but I think knowledge agrees 100 % with you. The knowledge you need is still super relevant. I think that to assume a position and to have that confidence, to that confidence to your leaders, think you need to know a or least have some depth. But it's really cool. then, going into what you said, that you went long way back, think it, we need to little bit skill. It's no ⁓ knowing a technique, being ultra-mega deep and not knowing how communicate and pass that depth. So we talk ⁓ knowledge of hard skill, but we... little says that we need to how to communicate in this world. But it's pretty cool. then, you even talked a little bit about learning, I think it was an interesting part. What would you do differently if you were starting your career today, for example? What would Manu do differently at the beginning of for Manu now? Manuelle Rodrigues: I think... Look, being very think I wouldn't do it differently than I did because I think the curiosity I had back my internship... Catarina Pinheiro: soon. Manuelle Rodrigues: This sensitivity that I learned to handle with people, to silence, to hear more, but also to ask. to go beyond the box that I was in, because I think there's a of When you give yourself an activity and you only do that and don't look the impact it has on you, you only do that activity, so you are substitutable in that activity. But if you are curious and you do that activity, you know how it connects with the other and you are already getting into the other and when you that you are adding other forms, that makes you a person Catarina Pinheiro: soon. Manuelle Rodrigues: differentiated and I think that curiosity was fundamental for me so I wouldn't differ back I think I more learnings, more recent than when I was an intern because really this curiosity is that I think everyone should seek to Catarina Pinheiro: in total. You talked a little bit AI, you are entering this world AI, it's been a year. Tell me a little bit more about what you have applied there, AI, financial what are you seeing in this topic? imagine that because you are a technology company, we know that you can have a faster adhesion within these companies, even reach more traditional So tell if you are applying IA, how is the routine within the team? Manuelle Rodrigues: Yes, we are applying. Last year, here at Rocket, we had a very cool we made a hackathon with whole company. So we had real problems that needed to solved, automation problems, data should be solved with artificial And all areas were involved, we mixed the teams And this project was just the starting point for us to generate a transformation that is in progress in company. AIR is very new and in fact, you don't know how it, it can get the way more than help you. So I think what we've done here is to develop in our people this look of what I already know. Catarina Pinheiro: soon. Manuelle Rodrigues: What are questions I need to solve and how do I this faster using artificial I'll give you an example. few months ago we followed the budget, several reports of the by thousands of plans. Basically, they were updated manually. Catarina Pinheiro: Mm-hmm. Uhum. Que não. Manuelle Rodrigues: that every week if I needed to, I would copy and paste a base and everything, it would a lot of Until we as a team understood that we needed to learn how to a BI with our financial system. But our technology team didn't have time to do that. Because we have other demands that touch our client, which are more priority. So internally we literally to study and use the... I even joke with the team, I said, I'm going to ask my dev assistant what he thinks. Catarina Pinheiro: soon. ⁓ Manuelle Rodrigues: because it was literally built, these dashboards were built in BI integrated into the API system by people who shouldn't, so they are not not programmer And I did it using artificial as it So I knew what the questions I know the system, I know if it pulls me wrong or not because I'm already familiar with those data, but I needed to build a structure of code that connected these two things. So I used IA to help me build and these codes. It a big mistake Obviously a dev would much less than I did or than my team built. But it fastest option to wait for a dev to be allocated so that we could solve this problem. So today we have daily of our dashboards, we have the information Catarina Pinheiro: Mm-hmm. Manuelle Rodrigues: in the hands of what we need and the time we use today is to analyze the data and to see how much that actually the business, initiatives deserve effort or So I'm just you an example of what happened financially and I have many examples that are happening in all areas here of marketing, product, education that already apply much more than us, but that help. AI is fundamental, but today Catarina Pinheiro: soon. Mm-hmm. Manuelle Rodrigues: of that our devs say a is that if you don't have a deep of what you need to it's not IA that will give you that knowledge. So it's very important that she's an ally, that's what you said, that she comes to expand what you already have, and not to create something that you don't have or don't even where to Catarina Pinheiro: Yes, totally. This DeVee is a classic that we see here in the upstream, in several financials. The financials are asking and the DeVee is huge and they can answer you. it's really cool to see that in fact we are expanding, the AIA within the financials is expanding and that's what you said. think that the end the consequence is the same for everyone. creates a much more analytical You stop looking at the spreadsheet, anyway, cleaning the spreadsheet, bringing data to analyze in fact, your analysts have become analysts in fact, So, very cool. We are approaching the end, but I wanted to ask you one last question, is, those who have just taken a leadership position within finance, what advice would you give? Manuelle Rodrigues: I like it a think leadership has some very personal we have different types of and I think it's important for you to look what kind of leader you want to so that you express that intentionally in your leadership. A tip that I would definitely give to everyone is identify a leadership that you have an example that you look at and look at and as inspiration, It's being that person, but it's I get by that person because there are virtues that I need to and that she has and call on these people, literally, make coffee, make mentors with these people because this exchange helps you a lot in this development of faster leadership, It's much more important because it will be with you in whatever you have to do in a business, be it finance or any other area, but in finance, mainly, you need to trust, need to loyalty, need to have structured lot of So I really like this style of leadership, but I would say that. Look for someone who has the style of leadership you want for yourself and look for of this person, so you know what you can apply in practice in your daily Catarina Pinheiro: we go. I 200 % with you, think each person has their individuality, but that's it, I we are finishing our chat here, I thank you much, think the chat was very good, very enriching, brought here a very cool it that you have a very similar to mine, so I really liked this chat and I thank you very much, Manuel, would you any final consideration to make? Manuelle Rodrigues: That's I think that's it. We need more financial who think more, who look more at people. And for the who are starting, don't give up, don't just look at numbers. The business is just numbers, they are important, they tell us a but stick to people, because they the who will give the answers we need to make the business grow. Catarina Pinheiro: That's it. AI is a tool, but people are extremely essential. So your business needs people. Very cool. Thank you, Manu. E para que até ao vindo, foi mais ⁓ episódio do Papo Tecnônico Financeiro. Obrigado por estarem com a gente. ⁓ mais ⁓ episódio e até o próximo.