Pedro Janot, known for being the first president of Azul Linhas Aéreas () and leading Zara’s entrance to Brazil, traced a career marked by twists, jumps of faith and an insatiable appetite for challenges.
In an interview with Podcast From zero to topled by Mariana Amaro, the executive reconstructs his trajectory – from youth in Mesbla stores to the backstage of the largest transformations of retail and aviation in the country.
Between achievements and conflicts, Janot reveals what he learned by building (and reconstructing) companies and cultures.
The turn started when he switched the store floor for the Mesbla shopping sector, a step that led him to get to know the gear of industries closely.
“For five years, I made a traveler life, visiting factories, knowing old stocks to get good prices.”
The environment was in full transformation, and Janot too. From there, he was invited to a marketing management position at Lojas Americanas, where the work was bordered on insane. “Zé Paulo said, ‘Jano, it’s dark, but it’s not late’ – and the 4 pm meeting turned 11 pm,” he recalls with humor.
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This frantic rhythm led him to Richards, a brand that dreamed of being the Brazilian Ralph Lauren. The entrance was an invitation from Zé Paulo himself, and the challenge, immense: a company with two stores, disorganized processes and amateur structure.
“I wanted to be ant head, not an elephant tail,” he says, justifying the desire to have decision -making power. At Richards, Janot actually became CEO, even without the formal title, and was largely responsible for taking the mark from two to almost 40 stores.
From Richards’ guarantor to Zara Ambassador in Brazil
Over time, however, the executive realized that he was exhausted. “I was a guarantor of 10 stores, which showed the size of my responsibility,” he says. When founder Ricardo wanted to “take the ball to him,” Janot understood that it was time to leave.
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The call came from Headhunter Fatima Russell Reynolds: There was a process to bring Zara to Brazil, and he filled both prerequisites: having experience with “rags” and already had a startup. Accepted.
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The mission began with an immersion of almost a year in Europe. Every quarter, Janot was flew to Spain to present results to none other than Amancio Ortega, founder of Inditex. But the cultural shock soon hit: “The bikinis that sent served to do three here,” he jokes.
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In addition, Zara insisted on selling black clothes to Brazilian New Year’s Eve. “There was winter, here is beach. They didn’t understand.” The turn took place with the opening of the store in Iguatemi-SP, a prestigious symbol that attracted the attention of Faria Lima-and the market.
With the consolidation of the brand, came the clashes. The matrix imposed limits, prohibited interviews, centralized decisions. Janot, restless by nature, rebelled. “I said: I won’t be in this environment, I’m not like that.” It went out. And once again, the next challenge knocked on the door – this time, with open wings.
The crossing for the air sector and the construction of Azul
Before boarding the air sector, he also scale at the Pão de Açúcar Group, where he was vice president of non-food at a time of consumption growth in the lower classes.
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But the following call would come to change his life – and the Brazilian market: “A headhunter called me saying that there was a crazy American wanting to open an airline in Brazil.” It was David Neeleman, founder of Jetblue, and the project was Azul Linhas Aéreas.
Neeleman had a rare asset: the Brazilian and American citizenship double, which allowed to open a national airline even though it was a foreigner. Janot stumbled. And what seemed unlikely, came true.
The Retail Executive know-how helped set up a client-centered operation, with capillarity of regional routes, modern fleet and an emotional appeal that no air had tried.
An executive who reconstructs companies – and himself
Pedro Janot has always been behind the scenes of large turns. “I was the guy who played band,” he says in a metaphor that sums up his style: leading, but without obsession with the spotlight.
Deep down, his rarest ability was not to open stores, make sure shopping or launch brands. It was to transform companies with a clinical look, focus on execution and courage to counteract the matrix – or the boss.
Between episodes of overload, cultural clashes and deep transformations, Janot has left his mark in different sectors.
If today Zara is a Fast Fashion reference in Brazil, and Azul an airline admired for its service and smart routes, it is very due to the pragmatic look and strategic restlessness of Pedro Janot – an executive who was never afraid to change his route, even when the sky seemed cloudy.
