Prædictor

MDC — The Career Map

This isn't a course. It's mapped terrain — and the map beside it is literal, not decoration. The compass is the Diagnostic. The two trails are whatever is weighing on your week right now. The citadel at the top is the Program. Each point stands on its own, and all of them lead to the same place.

Compass the Diagnostic Trails Judgment and Authority Citadel the Program
See the starting points → Start with the Diagnostic
Relief map of the MDC region: a brass compass marks the Diagnostic to the south, two gilded trails climb past signposts engraved Judgment and Authority, and converge on the academy to the north, where the signs Program and Mentoring mark the two exits from the trail
Why everything here is a map

Three maps, and each one answers a different question

The three uses of "map" are deliberate. It's the same idea at three scales — and knowing which is which avoids the most common confusion for newcomers.

The method

MAPPA

How the decision is made. The five letters that describe what changes in leaders who navigate the transition well. It's the content, and it doesn't date.

The path

The Career Map

Where you pass through. The steps, from the free diagnostic to the executive program, in the order that makes sense. This is that product.

The image

The Cartographer's Map

How it looks. The terrain drawn above, which exists because a path reads more clearly seen from above than read as a list.

0%
of executives fail in their first 18 months*
0
days that define the next 3 years
The arithmetic is simple

The problem isn't incompetence.
It's the transition.

The documented reason most executives fail in their first 18 months isn't technical incompetence. It's the inability to stop acting like a specialist.

You were promoted because you were the best on the team. That's exactly the problem. The role rewards whoever creates the conditions for others to do better than you would do alone.

That turn doesn't happen by osmosis. It has to be worked at.

*Harvard Business Review: between 35% and 40% of senior hires don't survive the first 18 months. The Corporate Executive Board, looking at some 30,000 leaders, arrives at 50%.

After the compass

Two trails, and neither is more advanced than the other

The Diagnostic points to one of the two. The question isn't which of them is more sophisticated: it's which one describes your week.

The Judgment Trail

"I have to approve what I can't examine."

You approve what you can't examine. A vendor promise, a number from a study and a recommendation from your team arrive, and you have to say yes or no with no way to check. What's missing isn't technical knowledge: it's a yardstick that returns an answer per decision.

Starts with the Diagnostic →
The Authority Trail

"I know what's right, and I can't make it stick."

You see the risk before the others and get steamrolled in the room anyway. You're called in after the decision has been taken, and your objection does not survive the first pushback. What's missing isn't judgment: it's position.

Starts with the Diagnostic →
IBM Mastercard Johnson & Johnson Kenvue MAPPA Method CTO Latin America A forty-year global career
IBM Mastercard Johnson & Johnson Kenvue MAPPA Method CTO Latin America A forty-year global career
A method of our own

The method behind
the executive turn.

Developed over forty years inside four of the largest companies in the world. MAPPA isn't a stage acronym — it's the pattern I observed in every leader who made the transition well.

M
Mentality of the Turn
The identity that brought you here isn't the one that will take you further. You stop seeking technical validation — and begin to hold leadership presence. In practice: the shift in identity, neutralizing Impostor Syndrome, new measures of success.
A
Executive Authority
The code of communication the board, the CEO and the shareholders expect — and that no one teaches formally. Vision, impact and decision, not data and analysis. In practice: executive communication, presence in the board room, reading the politics of the organization.
P
People and Teams
The hardest turn of the career: from colleague to boss. How to give hard feedback, delegate for real and handle the loneliness of command. In practice: feedback frameworks, strategic delegation, handling conflict.
P
Strategic Positioning
Stopping the technical work that got you promoted — and starting to think in systems rather than tasks. The team delivers more. You decide more. In practice: a calendar audit, real delegation, vision and direction the team can actually follow.
A
Acceleration to the Next Level
Consolidating the role isn't enough. Those who rise fastest think two moves ahead while delivering the current role with excellence. In practice: deliberate reputation, strategic networking, a concrete career plan.
Where are you right now?

Choose the point
you're standing on now.

Five starting points, from free to corporate. Each one stands on its own — and all of them lead to the same place.

I haven't been promoted yet
From Manager to
Executive in 90 Days
You deliver well and are recognized technically, but the larger scope does not come. This e-book shows how to produce, in 90 days, the evidence of judgment that supports that scope, without waiting for the title to come first.
With three supporting materials: a Positioning Diagnostic, the 20-Minute Protocol and the 90-Day Workbook.
R$ 47
I want this one (PT) →
I have just been promoted
The Critical Window
In the first 30 days of a new role, your authority is still forming, and the rush to decide can spend the trust you were given. This e-book helps you decide with judgment inside that window, before it closes.
With three supporting materials: the 20-Minute Protocol, a Positioning Diagnostic and the 30-Day Sheet.
R$ 47
I want this one (PT) →
I lead a team
A webinar
for your group
One hundred and twenty minutes, closed to your team, on how to judge the AI numbers that reach the table — what was measured, on whom, and who paid for the research. The content is ready; the date is agreed.
Closed session, on request
See the webinar →
My leadership team decides without a yardstick
Masterclasses
Half a day with an entire group, so that the group leaves deciding by the same criterion instead of each person by their own. No one leaves with notes: they leave with a completed artifact on a case from their own operation.
Running now: Executive Judgment
See the masterclass →
The summit of the map
Executive Authority
Four modules, four protocols and nineteen real decision cases, in a cycle of eight or sixteen weeks. It's where the two trails converge — and the only step that isn't walked alone.
Corporate format, in a group
See the program →

Reading

Articles on executive decision-making
under new conditions

Facts with a source and a date, no maturity ladder. The most recent: What isn't written down becomes personal, on who answers when a decision no longer has an owner.

See all articles

Presence & Recognition

An active voice in the debate
that's shaping what comes next

Talks, panels and podcast

The Tech Summit · May 2026

Technology Modernization as a Strategic Lever

DCD>Brazil · Data Center Dynamics · Nov 2025

The new era of enterprises: how far can AI drive technology transformation?

Cidade Empreende · São José dos Campos · Apr 2025

Data and AI — Smart Decisions for the Future

Jump Talk #48 · Podcast · Nov 2025

How is Kenvue leading digital transformation with technology and AI?

Recognition

Top 10 CTO of the Year

CIONET

Top 50 Executives in AI — 2025

7th Experience

Not sure where to begin?

Find out where you stand
on two axes.

Fifteen questions. A diagnostic of where you stand on two axes — judgment and authority — and the path that corresponds to it. If the answer is that you need no training at all, that's what the screen will say.

Take the free diagnostic →

Free · Result on screen right away

When this is no longer your step

Executive Judgment Masterclass Half a day, so an entire cohort starts deciding on AI with the same judgment. It's the middle step. See the masterclass → Executive Authority Program Four modules and nineteen real cases, in an eight-week or a sixteen-week cycle. The top of the ladder, in corporate format. See the program →
Not quite it?

This page is about career trajectory. If your case is a different one:

AI Judgment Deciding on AI: assessing a vendor, choosing build or buy, leading a hybrid team, designing a process for an agent.

Get to know the company behind the method

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