The change in the way of leading Termolar, a manufacturer of bottles and other thermal solutions from Rio Grande do Sul, began outside the meeting room. For years, CEO Natalie Ardrizzo practiced combat sports, such as jiu-jitsu, in a logic of resistance, confrontation and constant overcoming – including physical. This same attitude, according to her, was repeated in the way she managed the company in the most critical moments.
Over time, however, the cost of this logic became too high in sport and business and could affect the company that exports thermos bottles to more than 30 countries, has around 700 employees and had revenues of around R$350 million in 2025.
Natalie spoke about this in an interview with the podcast From Zero to Top, which tells the stories of the men and women behind the great companies in Brazil.
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Less fighting, more listening
“I came from a very combative mentality, of putting up with everything, of going to battle. My body started to show that this model was not sustainable”, he says.
After successive injuries, the executive decided to stop fighting and switched to dancing, especially Latin rhythms. The change, according to her, was symbolic. “In dance, I am guided. I listen, I feel, I flow. That says a lot about the leader I have become.”
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The turnaround was also reflected in management. “I went from aggressive, very rational leadership to more intuitive, more feminine and more human leadership. That’s when I started making better decisions”, he says.
For Natalie, the deepest learning came from being aware of limits. “My mind always wanted to continue, but my body couldn’t take it anymore. Learning to stop is also a form of intelligence”, he says. “Today I keep moving, just in a different way.”
Movement that is repeated (once again) in business. Termolar’s next step foresees portfolio diversification, international strengthening and repositioning of the brand for new generations. All this with a view to the company’s 70th anniversary, which will be completed in 2028.
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“We no longer want to just resist. We want to build a Thermal Plant prepared for the future”, says Natalie.
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Transforming leadership
Natalie also went through a profound personal change in the process. At first, he adopted a tougher style, inspired by the traditional leadership he knew. Over time, he realized that this model would not support the company’s next phase.
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“I needed to move from an extremely rational leadership to a more human and intuitive leadership. That’s when the results started to appear”, he says.
Today, she defines herself as a CEO focused on communication, product, culture and team inspiration, complementing the more technical profile of her sister, who serves on the board.
To find out more details about Termolar’s trajectory and the changes that helped keep a years-old business alive, see the full episode on . The program is available in its podcast version on the main streaming platforms such as , , , and .
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About From Zero to Top
The Do Zero ao Topo podcast is a production of InfoMoney and brings, every week, the stories of prominent women and men in the Brazilian market to tell their story, sharing the biggest challenges faced along the way and the main strategies used in building the business.
