Driving Disruption: Mario Veraldo Of MTM LOGIX On The Innovative Approaches They Are Taking To Disrupt Their Industries

An Interview With Cynthia Corsetti

Advanced Data Analytics: Leveraging big data, MTM Logix uses advanced analytics to predict market trends and optimize supply chain operations. An example includes using predictive analytics to manage inventory, significantly reducing overstock and understock situations, maximizing profitability, and reducing waste.

In an age where industries evolve at lightning speed, there exists a special breed of C-suite executives who are not just navigating the changes, but driving them. These are the pioneers who think outside the box, championing novel strategies that shatter the status quo and set new industry standards. Their approach fosters innovation, spurs growth, and leads to disruptive change that redefines their sectors. In this interview series, we are talking to disruptive C-suite executives to share their experiences, insights, and the secrets behind the innovative approaches to disrupt their industries. As part of this series, we had the pleasure of interviewing Mario Veraldo.

Mario Veraldo, born in Santos, Brazil, in 1977, currently aged 47, is a seasoned executive with an extensive 29-year career in international trade and global logistics. As a co-founder and CEO of MTM Logix Inc., Mario has spearheaded the company to achieve remarkable annual revenue growth, reaching USD 6,100,000 in 2023 from just USD 180,000 in its inaugural year of 2021.

Mario’s passion for optimizing supply chains to save time and money and reduce CO2 emissions is evident through his work at MTM Logix Inc., where he focuses on making operations transparent and manageable with customizable, automated systems. This dedication is rooted in his belief in the transformative power of digital control towers, leading to the development of the Supply Chain Operating System. This system is designed to augment professionals with technology, aiming to create the most efficient supply chain for each customer.

Before founding MTM Logix, Mario held several executive roles contributing to his vast field experience. As CEO of Middle America for Maersk Line Mexico, he achieved a 30% business growth over three years, highlighted by a record net promoter score and recognition as the 7th Best Company to Work for in Mexico in 2018.

His earlier roles included Cluster Sales Manager for Maersk Line Brazil and Cluster Trade & Marketing Manager for Maersk Line Mexico, where he demonstrated his ability to lead and innovate in challenging market conditions. Mario’s educational background includes a Bachelor of Law from Unisantos Brazil and participation in Copenhagen’s IMD Maersk Management Program. He is also a Master Black Belt in Lean and Six Sigma, underscoring his commitment to process excellence and continuous improvement.

Mario has been motivated by a passion for finding customer solutions throughout his career, leading him to co-found MTM Logix with two partners. The company’s founding principle revolves around reinventing global supply chains and creating self-regulating ecosystems, aiming to enhance efficiency and sustainability in the logistics sector. Mario’s leadership at MTM Logix and his visionary approach to supply chain management have positioned him as a thought leader and innovator in the industry, making significant strides toward the future of global logistics.

Thank you so much for joining us in this interview series. Before we dive into our discussion about disruption, our readers would love to “get to know you” better. Can you share the backstory about what brought you to your career path with us?

I grew up in Brazil, and I love swimming and Boy Scouts. At age 17, I went on an exchange student program to Thailand. The year was 1994, and things were very different than today. There was no internet, and phone calls were incredibly expensive. Can you imagine that a one-minute call between Thailand and Brazil would cost you almost USD 100?

I come from a middle-class family, and after returning to Brazil, I wanted to earn a living immediately. So, at age 18, I joined Maersk in Brazil as an office boy. I was the 7th employee in the office. It was a fantastic time to join the company as it expanded massively, and opportunities abounded. I am incredibly grateful for the chance to be in a company like Maersk and how it enabled me to grow.

What do you think makes your company stand out? Can you share a story?

MTM Logix is solving the supply chain problem. Our focus is to integrate entire customer ecosystems through technology. Not many people are trying to do that; most are working on small pieces of logistics, demand planning, and transportation. We were born out of the need our own customers have shown us that the problems they face are interconnected. We are confident we can positively impact the company’s results by providing visibility and reaction on the shipments.

One example is saving one of our customers 14% of their total supply chain cost. We did that by looking at the entire chain and providing them with focused adjustments across the different parts of the processes. This is just the first year we have worked with them.

You are a successful business leader. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?

Resilience: The example is to take the job no one wants to do. There is a lot of talk about pursuing your dreams, but I learned that when starting, you must expose yourself to all the possible aspects of the business. Sometimes, this means you will need to take jobs other people do not want, which gives you the ability to learn and excel.

Pragmatism: Since I started in the Boy Scouts when I was 5, it became clear that you can learn much by doing. On top of retaining more, up to 75% of the knowledge, you also gain respect for being practical about everything you touch and become pragmatic.

Be Industrious: When I joined Maersk, I quickly realized I was surrounded by smarter people who had better education than I did. The only solution for me to be able to excel was to outwork everyone. Nothing beats showing up consistently more than anyone else. And if you are resilient and pragmatic, being industrious will amplify those traits.

Leadership often entails making difficult decisions or hard choices between two apparently good paths. Can you share a story with us about a hard decision or choice you had to make as a leader? I’m curious to understand how these challenges have shaped your leadership.

Most leadership decisions at a high level involve working with people. All the most challenging situations will eventually become people’s challenges. I am a true believer that anyone can reach for the stars if they wish. Now, this does not mean that we are immune to our personalities, skills, and abilities, but if you are resilient, pragmatic, and industrious, you can achieve pretty much anything you want.

The more I grew in my career, the more I learned that it was up to each individual to chart their course, but our job as leaders is to ensure they have all the tools and learning opportunities to reach their potential.

Ok, thank you for that. Let’s now jump to the primary focus of our interview. Let’s begin with a basic definition so that all of us are on the same page. In the context of a business, what exactly is “Disruption”?

As originally coined by Professor Clayton Christensen, this term describes innovations that create a new market and value network, eventually disrupting an existing market and displacing established market-leading firms, products, and alliances. The key aspect of disruption is not just about technology or innovation alone but how it fundamentally changes consumer behavior, market dynamics, and business models. Disruptive businesses typically start by targeting underserved or overlooked segments, offering more straightforward, convenient, or affordable products, and then gradually moving upmarket to challenge more prominent competitors.

How do you perceive the role of ‘disruption’ within your industry, and how have you personally embraced it? Is it a necessity, a strategy, or something else entirely?

Supply Chain and Logistics have been operating in an archaic way for centuries. After almost 30 years in the industry, it is clear that the disruption will come from inside. Why? Disrupting such an interconnected industry requires expert-level knowledge to create the technology to generate the disruption.

It is a matter of using the knowledge I acquired over the last 30 years and creating a world where more efficient supply chains are available. Those integrated ecosystems are powering massive efficiency gains. If we can save 20% of the waste in global supply chains, saving time, money, and CO2 emissions, we will have a better world for our children and grandchildren in the future.

What lessons have you learned from challenging conventional wisdom, and how have those lessons shaped your leadership style?

Challenging conventional wisdom involves significant experimentation and dealing with failure. If you accept that you need to explore things to find what works, you need to learn how to iterate fast and replicate successes to scale. As a leader, you must bring people on board who are willing to win but can iterate and learn fast. Being resilient, pragmatic, and industrious are essential for oneself and the teams you build.

Disruptive ideas often meet resistance. Could you describe a time when you faced significant pushback for a disruptive idea? How did you navigate the opposition, and what advice would you give to others in a similar situation?

Resistance is rooted in fear. Most people in organizations will not change for fear of an uncertain future. In my professional life, I learned the best way is to iterate with the people in the processes. If they are knowledgeable about their areas, the fear eventually dissipates, and they become supporters of the disruption they are fighting.

Another more problematic issue is when resistance does not come from someone knowledgeable. The ignorance associated with fear becomes a powerful barrier, and these individuals must usually be removed so the necessary changes can occur. It is painful, but in the end, that is a necessary evolutionary step, especially in a disruptive company.

What are your “Five Innovative Approaches We Are Using To Disrupt Our Industry”?

  1. Supply Chain Operating System (SCOS): MTM Logix has developed a proprietary SCOS that integrates advanced technologies to enhance supply chain transparency and efficiency. This system allows for real-time tracking and automated decision-making, reducing delays and lowering costs, which has enabled small and medium enterprises to compete on a global scale.
  2. Customizable Automation Solutions: Understanding that no two supply chains are the same, MTM Logix offers customizable automation solutions tailored to each client’s specific needs. This approach has helped a client in the wine and spirit industry redesign their logistic framework, resulting in a reduction in delivery times and significant cost savings.
  3. Eco-Friendly Logistics Solutions: In its commitment to sustainability, MTM Logix has pioneered the development of green logistics solutions that reduce CO2 emissions. By optimizing route planning and fleet management, the company has reduced its carbon footprint and helped clients meet their sustainability goals.
  4. Advanced Data Analytics: Leveraging big data, MTM Logix uses advanced analytics to predict market trends and optimize supply chain operations. An example includes using predictive analytics to manage inventory, significantly reducing overstock and understock situations, maximizing profitability, and reducing waste.
  5. Building Integrated Business Ecosystems: MTM Logix fosters business ecosystems by partnering with individual entities that are experts in their respective areas. This approach leverages the strengths of each partner to create a more robust and efficient supply chain network. This ecosystem improves operational efficiencies and enhances compliance and responsiveness to market changes. By integrating expertise from various fields, MTM Logix can offer a more comprehensive and adaptive service, positioning the company at the forefront of supply chain innovation.

Looking back at your career, in what ways has being disruptive defined or redefined your path? What surprises have you encountered along the way?

Being disruptive offers multiples in success. It is usually not a linear success but rather exponential. However, you need many iterations to make it right, which usually means you will be wrong a lot.

Beyond professional accomplishments, how has embracing disruption affected you on a personal level?

Being disruptive offers multiples in success. It is usually not a linear success but rather exponential. However, you need many iterations to make it right, which usually means you will often be wrong. Now, you need to be resilient to accept those errors as part of larger iterations. It does require a level of self-compassion and understanding of oneself.

Most people can not live with the pain associated with multiple failures, and then they give up. The ones who succeed in disruptions are the ones who will be left standing — not because they were smarter but because they had more opportunities to iterate.

In your role as a C-suite leader, driving innovation and embracing disruption, what thoughts or concerns keep you awake at night? How do these reflections guide your decisions and leadership?

What keeps me awake at night is how to continue to build a team that can create the iterations that will keep our company alive long enough for us to disrupt at scale. It is not a single iteration process, and we need to compound the learning of each one to reach exponential results.

You are a person of great influence. If you could start a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂

If I could start a movement, it would make global supply chains more efficient, aiming to save up to 20% of resources used. This would help reduce waste and costs, making food and goods cheaper and more accessible. Using technologies like AI to predict and manage supply needs and share resources among companies, we can deliver products faster and more efficiently. For example, if we streamline how food is transported from farms to stores, we could reduce spoilage and make fresh produce more available and affordable to larger populations. This movement would save money and ensure more people can access the food they need.

How can our readers further follow your work online?

The best place is Linkedin and following myself (https://www.linkedin.com/in/marioveraldo/) and MTM Logix (https://www.linkedin.com/company/67153500/admin/feed/posts/)

Thank you for the time you spent sharing these fantastic insights. We wish you only continued success in your great work!

About the Interviewer: Cynthia Corsetti is an esteemed executive coach with over two decades in corporate leadership and 11 years in executive coaching. Author of the upcoming book, “Dark Drivers,” she guides high-performing professionals and Fortune 500 firms to recognize and manage underlying influences affecting their leadership. Beyond individual coaching, Cynthia offers a 6-month executive transition program and partners with organizations to nurture the next wave of leadership excellence.