Let’s go back to the beginning when Nedstar was just getting started and you were still an intern. What do you remember most about those early days?

I joined as an intern, but from day one it felt like more than that. I was helping with logistics, but also working on finance, marketing, and even making presentations to secure bank funding.

Looking back, it was a time of constant problem-solving and learning. I was working closely with Arthur Doorenbos and Steven van Wassenaer, who had just founded the company. The three of us handled everything together: big decisions, small fires, all of it. We were a small team, but each of us had a big stake in making it work. That mindset shaped everything that came after.

Do you remember your very first trade at Nedstar?

It was during my first work trip to Ivory Coast. I had never been to Africa before, but arriving there felt strangely familiar. The climate reminded me of my home country Brazil: warm, humid, and full of energy.

We had a list of companies we wanted to approach, so we just started knocking on doors. Most of those efforts led to nothing. But to my surprise, one of those meetings turned into a deal. That experience taught me just how powerful in-person meetings can be.

You learned the ropes directly from Nedstar’s two founders, Arthur Doorenbos and Steven van Wassenaer, who each have very different trading styles. How did that shape your own approach?

In the early years, the three of us worked side by side, tackling problems and spotting opportunities together. Arthur is quick and instinctive. He moves fast, takes risks, and doesn’t hesitate when he sees potential. Steven is more structured and analytical. He takes his time, weighs the options, and plans carefully.

I naturally found myself somewhere between the two. By nature, I’m analytical, but in trading, speed is crucial. You can’t wait until you’re 100% certain about a deal, because by then, the opportunity might be gone. That’s something I learned from Arthur: sometimes you have to trust your instincts and act fast.

You started as an intern, worked across departments, and now lead the team as Head of Sales. How would you describe your leadership style?

I’m not the kind of manager who tells people what to do. I prefer to let the team figure things out for themselves. That’s how you grow: by learning through experience. In that sense, I see myself more as a mentor than a manager.

It took me some time to get comfortable with that. I wasn’t good at delegating. But over time, I learned to let go and to trust my team.

A big part of that shift came from working with Steven. He’s always thinking ahead, and not just for himself, but for the entire team. He pays attention to the details, but always considers the bigger picture. That’s something I try to apply now in how I lead.

How do you keep the team motivated and performing at a high level, especially in a market that’s always shifting?

I’m lucky to have a team that’s driven, competitive and enthusiastic about what they do. They enjoy talking to people, building relationships, and finding solutions.

My role is to keep that drive focused and help the team avoid costly mistakes that can result from miscommunication, payment errors, or problems with shipping and systems. Taking calculated risks is part of the job. But we always need to know exactly what risks we’re taking, and why.

What makes a good trader?

Being a good trader means being both analytical and sociable. You need to understand numbers, margins, and risk. But you also need to talk to people, build trust, and spot opportunities in conversations. It’s rare to find someone who’s good at both, but in this business, you have to be. That balance between logic and instinct, structure and speed is what makes a good trader.

What is something most people misunderstand about trading?

People often assume that trading, specifically commodity trading, is just about numbers and spreadsheets: buying low, selling high. But what they don’t see is how personal the work really is. This business is built on relationships.

We’re constantly in touch with clients and suppliers. That means picking up the phone, travelling, and meeting people face to face. You’re always on the move, building trust and strengthening relationships. In the end, the work is far more social than most people realise.

You’ve played a big role in developing new markets, including Africa. Why is this region important, and how does trading there differ from Europe?

Africa is becoming increasingly important, especially as demand grows in developing economies. But succeeding there requires a very different approach.

In Western markets, companies are structured. You deal with procurement teams and online meetings. In Africa, business is far more personal: you often work directly with owners, and trust is everything. Meetings take place in restaurants, not boardrooms, and relationships are built face to face over time.

There are also unique challenges, like cash flow delays or currency restrictions. That’s part of doing business there: you need to understand the local reality and stay flexible. Do that, and the opportunities are huge.

You’ve worked through COVID, conflicts, inflation, and now trade disruptions. How do you stay focused when the market gets noisy?

The short answer is: you work. You stay on top of your game every day. In this business, the main asset we trade is information. Things move quickly and if you’re not talking to people constantly, you fall behind.

I have my eyes on the Financial Time, but headlines alone won’t help you make a deal. You need direct, real-time insight from the market. That means calling, travelling, and listening to what people are saying. The more you do that, the better you’re positioned. It’s a daily discipline.

With rising tariffs and shifting trade routes, what should smart buyers be doing differently now?

When a crisis hits and disrupts the supply chain you need options. More than ever, buyers need strong relationships with traders. That’s what gives you flexibility when things change.

One of the biggest values we offer is our network. We know multiple suppliers, multiple routes, and multiple ways to get a product to its destination. That’s not something most production-focused companies can build overnight.

Seven years in, what keeps it exciting?

My role has changed a lot over the years. Now, my focus is more on leadership: managing others, that’s something I’m still learning. But even in trading itself, you’re constantly evolving. The market changes, the relationships change.

And that’s what makes it exciting. You can’t get too comfortable in this business. If you stop learning, you fall behind. And I’m far from being done learning yet.