By Brazil Stock Guide – Harro Burmann, the new chief executive of Tupy (TUPY3), said on Monday that the company is operating in a market that is currently smaller than its industrial capacity, signaling that his management will focus on operational discipline, capital allocation and better use of existing assets.
The remarks were made in an institutional video published on the company’s YouTube channel on Monday, Burmann’s first day as CEO of Tupy, a global manufacturer of high-complexity cast iron structural components used in freight transport, infrastructure, agriculture, power generation and other industrial applications.
Burmann said his arrival does not represent a break with Tupy’s current strategy, but an effort to accelerate the execution of the company’s 2026–2030 plan.
“My arrival does not mean disruption,” Burmann said in the interview. “It means accelerating the execution of this strategy.”
The executive takes over after more than 35 years in industrial operations and turnaround processes. He spent 25 years at Dana, where he started as an intern and later became president for South America. He also served as president of Estaleiro Atlântico Sul and, more recently, as COO of Hidrovias do Brasil.
Burmann has also worked with Falcão Bauer and T&SS — Turnaround & Special Situations — and has served as an Industry 4.0 board adviser at Bossa Invest, according to his professional background.
In the video, Burmann sought to present himself as an executive with deep shop-floor experience. He said he began his career in forging and has direct experience with foundry, forging and finishing processes. That background, he said, should help him connect with Tupy’s operational base.
His main message to investors was execution. Burmann said cash generation starts inside the factory, through more stable processes, lower rework, tighter inventory control and better production flow.
“By doing the basics well, the commitment is to make this company recover the value it once had,” he said.
The new CEO said Tupy will maintain its focus on structural components, industrial contracts, distribution, energy and decarbonization. He also said the company will preserve discipline in capital allocation, directing resources to businesses that can generate returns above the cost of capital.
Burmann highlighted safety, quality and continuous improvement as central pillars of his management approach. He said safety should be treated as a value, not a priority, because priorities can change. The same logic, he added, should apply to quality.
During his first 100 days, Burmann said he plans to visit factories, listen to employees, meet with leaders, identify bottlenecks and get closer to customers. He also said the company needs to engage its workforce, estimated at around 17,000 people, in the strategic plan.
The challenge for Tupy’s new management will be to turn the company’s strategic plan into operational improvement, cash generation and value recovery for shareholders, at a time when the company needs to adapt its industrial structure to a weaker market than its installed capacity.
Leave a Reply