About Luiza Trajano
Luiza Trajano, chairwoman of Magazine Luiza, has been active in public discussions on economic policy, women’s leadership, and entrepreneurship. In interviews, she criticized high interest rates in Brazil, stating that they hinder credit and disproportionately affect small and micro entrepreneurs)Skip. She described the population as indebted and struggling to consume, and argued that credit scoring systems are outdated and restrict lending to small and medium enterprises. Trajano also called for a long-term national strategic plan focused on education, sustainability, and economic development, and expressed concern about political division in the country.
Trajano has continued to advocate for gender equality in leadership, reiterating a goal of 50% women in top positions by 2030. She noted the recent approval of quotas for women on boards of public and mixed companies, which she described as a significant achievement. In a podcast, she discussed her family background, stating that she was raised by four maternal figures and that her commitment to reducing inequality stems from early exposure to social issues. She also announced a partnership between Magazine Luiza and the Associação Comercial de Sorocaba, where she was named an ambassador, aimed at helping local businesses enter the company’s marketplace.
Source: AI-verified profile updated from Luiza Trajano's recent appearances.
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✨ AI-enhanced transcript with speaker attribution
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Moderator0:00
Salve, salve, vencedor! You want to increase your knowledge and save time, so you are in the right place. Before, subscribe to the channel and let's go together in search of our success. So, how are companies admired, like yours, and leaders present and also admired in this moment of transformation and technology as we live today? How do you manage to make the company's culture disseminated and perennial? People change jobs more quickly today. Young people have responsibilities. How did you manage and have been able to disseminate and perpetuate this business culture in your company?
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Luiza Trajano0:45
Okay, I'll talk a little here. I think purpose is a very important word for that. I think you're not measuring your company as it grows. There will be many more people today. You always remember the beginning, now five people known in everyone's history. Maybe you have a very important, very strong, very clear purpose. That is one of the ways to really keep this alive. But without doubt, it is a challenge that every entrepreneur goes through and it's part of it. At the beginning, it hurts when someone quits, right? But I think there comes a time when you understand that it's part of the process, and the only thing you can control is creating a nice environment with a clear purpose where people feel good, happy there. And regarding people like you, it's something I always say: how do you maintain culture when you have 500, 600 thousand employees? And you always maintain this culture of hiring people like you, right? Of course it doesn't always work, but when the culture is very strong, it generally seeds the rest.
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Co-Panelist1:58
I think complementing, I agree with everything you said. And this happened to us very naturally in the first year and a half, when we were all together physically. We were very careful in hiring, mainly people who would hire others, who in turn would hire others, so that this happened almost automatically. And it worked very well without thinking too much about the subject. But now, for example, more people and the way of doing things, we had to be much more intentional. And this now in the remote world, we think we don't have a clique with 600 people on the team, or even more, 1300. So 700 people, I even think they are living apart. Many people we don't know yet, who we hired during the pandemic, and people who will continue with home office, which is new.
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Luiza Trajano2:57
Exactly! So we are experimenting, creating new forms. I think digital forums are important. The main thing is how leaders care at all levels, but there is a big investment in a board of what we value, what we do, what is the purpose, and constant forums of interaction, both individually and company-wide. We try to over-communicate, to be more present, and adapt. Nobody knows the recipe now, but it's working well so far. But we always try something new. However, it is a challenge to pass on the culture online for those at home, because in-person makes all the difference. So I think this is something we will learn and see. Some in-person will have to happen. Can I add a quick thing about culture? I hear a lot from those who are starting: what they said, for example, ours was 'do to others what you would like them to do to you.' Our badge was the only thing. Don't worry about how you will pass it on when you grow. In every situation, return to your axis, which is culture, and don't be afraid to take a stand, even if it hurts profits, if it hurts your culture. And you, we now have 45 thousand employees and we won first place to work. So don't worry about that. Have it as an axis, and every time you have a doubt, I already know, André. I gave up a business when I needed 40 million reais and didn't have working capital, a very difficult moment. I gave up a company because it didn't match our culture at that time. I was crazy, but I gave up. It wouldn't work. It didn't match our way of being. If I had done it, I would have broken the company after five years, and it didn't work. So believe in your culture, and each day, as they said, let's do something, adapt. And then it gets into the bone, and people who don't fit don't stay. It's impressive. And it's not that it's good or bad, it's that culture. So don't worry about that. Have a clear thing, and open yourself to hearing what you don't want to hear, and adapt, but don't give up your backbone, which is your culture.
