MEGH, a Brazilian company specializing in waxes, emulsions, and dispersions, is beginning a new chapter with the structured entry of the second generation into management. The heirs will assume executive positions in sales, finance, corporate management, and marketing, while co-founder and technical director Ricardo Dittmer remains in charge of the technical area.

This movement occurs within a national context where family businesses account for a significant portion of the economy and employment, but still face risks in generational transitions—only about 30% reach the third generation, according to surveys cited by IBGE (Brazilian Institute of Geography and Statistics), the World Bank, and governance entities. The adoption of boards and formal management practices is cited as a factor in the longevity of these processes.

In the new configuration, Bruno Monteiro takes over as Director of Finance and Corporate Management; Leonardo Monteiro becomes Commercial Director; and Ricardo Parciasepe acts as Marketing Manager — in an executive rotation trajectory within a governance structure that includes a board and standardization of processes.

“In the coming years, our mission is to build the platform for MEGH's growth: better processes, structured communication, and consolidated governance. The goal is simple and ambitious at the same time — to create the conditions for the company's technical work to emerge and scale,” says Ricardo Parciasepe, Marketing Manager.

For Bruno Monteiro, Director of Finance and Corporate Management, the focus is on management and people. "I arrived to find a solid foundation and well-organized data. The challenge now is to engage teams, modernize practices, and accelerate information-driven decision-making, while maintaining financial health and quality of growth.”

No comercial, Leonardo Monteiro, lidera a virada de cultura e métodos. “Implementamos ferramentas como planejamento estratégico, OKRs e rotina de metas. É o ‘feijão com arroz’ bem feito que muda resultado e prepara a internacionalização.”

The decision to keep the founder in the technical operation was strategic. “My father remains active as technical director. Our entry is not a disruption; it's continuity with updating. We bring in learnings from outside and transform them into processes to sustain what already differentiates us,” adds Ricardo Parciasepe.

The modernization agenda includes structuring a previously non-existent marketing area, creating sales routines with goals and a sales funnel, and consolidating management rituals. According to the board, these initiatives increase predictability, strengthen the brand, and support expansion into new markets.

On the financial and corporate front, governance is the priority. Bruno emphasizes that good practices accelerate organizational maturity and reduce risks in volatile economic cycles. "We want to grow with quality, invest in technology, and keep the business healthy—size is a consequence of discipline."

Communication is also changing levels. The company is standardizing job titles, aligning public profiles—such as LinkedIn and spokespeople—and adopting language appropriate to each channel. The goal is to give visibility to what the company already does and bring technical and non-technical audiences closer together without losing rigor.MEGH has high-performance technology. Our role is to translate that into a clear value proposition, with agile service, a customer-aligned portfolio, and a competitive position in new countries.”

A comunicação também muda de patamar. A companhia está padronizando cargos, alinhando perfis públicos — como LinkedIn e porta-vozes — e adotando linguagem adequada a cada canal. A meta é dar visibilidade ao que a empresa já faz e aproximar públicos técnicos e não técnicos sem perder rigor.

“Communicating well isn’t about abandoning the technical aspects; it’s about making them understandable and relevant. When we demonstrate the practical impact of technology, we expand the market and attract talent,” says Ricardo Parciasepe, who rotates through administrative areas to consolidate processes.

The external environment corroborates the strategy. Entities such as the IBGC and market studies indicate that family businesses that adopt boards and professionalize management increase resilience and performance — especially during succession phases. 

For the next ten years, the vision is one of sustained expansion. "We want to expand our presence outside of Brazil with innovative solutions and, above all, maintain a financially sound and well-managed business," summarizes Bruno. "Internationalization is about image, service, and consistency."

In sales, the ambition is to combine technical depth with execution. "A team with goals, market intelligence, and high-level customer service. That's how we gain speed with quality," Leonardo emphasizes.

The final message is one of continuity with evolution. “We will structure the company so that technical work can soar even higher. Our role is to be the foundation for MEGH to do what it does best — innovate.". concludes Ricardo Parciasepe.

Original article in empreendesa.com