{"id":14806,"date":"2022-08-17T18:20:14","date_gmt":"2022-08-17T18:20:14","guid":{"rendered":"https:\/\/cheesecakelabs.com\/blog\/de-software-engineer-a-vp-engineering\/"},"modified":"2026-08-15T07:22:19","modified_gmt":"2026-08-15T07:22:19","slug":"de-software-engineer-a-vp-engineering","status":"publish","type":"post","link":"https:\/\/cheesecakelabs.com\/blog\/br\/de-software-engineer-a-vp-engineering\/","title":{"rendered":"De Software Engineer a VP of Engineering: como se forma um l\u00edder na Cheesecake Labs"},"content":{"rendered":"\n

H\u00e1 dois anos, a Cheesecake Labs tinha um time de cerca de 45 Cakers. Mas estamos crescendo r\u00e1pido<\/em>. O nosso board sabia que, para acompanhar esse ritmo, precis\u00e1vamos formar l\u00edderes de forma proativa. \u00c9 a\u00ed que entra o Natam Oliveira.<\/p>\n\n\n\n\n\n\n\n

O Natam entrou na Cheesecake Labs como Software Engineer em 2018. Ele subiu r\u00e1pido: hoje \u00e9 o VP of Engineering.<\/p>\n\n\n\n

Como o Natam saiu de Software Engineer para VP?<\/p>\n\n\n\n

Ele se tornou l\u00edder na Cheesecake Labs com a ajuda dos nossos programas de desenvolvimento de lideran\u00e7a<\/a>, e depois ajudou a melhorar esses mesmos programas. Esta \u00e9 a trajet\u00f3ria dele, de Caker rec\u00e9m-chegado a VP.<\/p>\n\n\n\n

Enxergar o potencial<\/strong><\/h2>\n\n\n\n

Seis meses depois de entrar na Cheesecake Labs, o Natam virou Chapter Lead. No novo cargo, ficou respons\u00e1vel por acompanhar v\u00e1rios times diferentes. Nesse per\u00edodo, foi mentorado pelo Bernardo Smaniotto, ent\u00e3o COO da Cheesecake Labs.<\/p>\n\n\n\n

O Bernardo viu um potencial de lideran\u00e7a muito claro no Natam e sugeriu que ele investisse tempo em desenvolvimento de lideran\u00e7a, para chegar a Senior Engineer e conseguir liderar outras pessoas do time. <\/p>\n\n\n\n

Um novo tipo de forma\u00e7\u00e3o de lideran\u00e7a<\/strong><\/h2>\n\n\n\n

Na \u00e9poca, j\u00e1 t\u00ednhamos um programa de lideran\u00e7a rodando. Mas, no caso do Natam, o Bernardo viu a chance de mudar o jogo e testar uma abordagem nova. Ent\u00e3o, com a minha ajuda (oi, eu sou a Carol, CPCO [Chief People and Culture Officer] aqui na Cheesecake Labs), o Natam come\u00e7ou um novo caminho at\u00e9 a lideran\u00e7a. <\/p>\n\n\n\n

Coaching individual<\/strong><\/h3>\n\n\n\n

Pelos oito meses seguintes, eu e o Natam tivemos sess\u00f5es de coaching individuais para desenvolver as habilidades de lideran\u00e7a dele.<\/p>\n\n\n\n

Quando entrou na Cheesecake Labs, o Natam percebeu logo o nosso foco em soft skills e lideran\u00e7a emp\u00e1tica. E, durante a mentoria, ele aprendeu a diferen\u00e7a entre ser chefe e ser l\u00edder.<\/p>\n\n\n\n

Para garantir que ele seguisse no caminho de l\u00edder, trabalhamos habilidades essenciais como falar em p\u00fablico e storytelling, vulnerabilidade, criatividade, senso de prop\u00f3sito e coragem. <\/strong><\/p>\n\n\n\n

Para aproveitar ao m\u00e1ximo o tempo que t\u00ednhamos juntos, busquei modelos e frameworks para cada habilidade e passei minidesafios para o Natam trabalhar entre uma sess\u00e3o e outra.<\/p>\n\n\n\n

Usamos recursos como as metas SMART<\/a> para guiar o aprendizado. S\u00e3o metas espec\u00edficas, mensur\u00e1veis, ating\u00edveis, relevantes e com prazo definido. Escolhi esse m\u00e9todo porque ele facilita acompanhar os objetivos de desenvolvimento e o progresso do Natam. <\/p>\n\n\n\n

E n\u00e3o tentamos desenvolver todas as habilidades de uma vez, porque isso seria demais para qualquer pessoa. Escolhemos tr\u00eas habilidades principais para come\u00e7ar, sabendo que elas abririam caminho para as outras depois.<\/p>\n\n\n\n

O processo foi bastante colaborativo. O Natam teve liberdade para definir as pr\u00f3prias metas e como mediria o sucesso delas. <\/p>\n\n\n\n

Deu trabalho, mas em pouco tempo ele estava batendo todas as metas. E a\u00ed uma nova mudan\u00e7a na empresa colocou ainda mais responsabilidade no colo dele. <\/p>\n\n\n\n

Outro Chapter Lead saiu, e o Natam assumiu duas \u00e1reas de Engenharia. As novas habilidades de lideran\u00e7a dele foram postas \u00e0 prova. Pouco depois, ele virou VP of Engineering e ganhou uma cadeira no board. <\/p>\n\n\n\n

J\u00e1 na lideran\u00e7a s\u00eanior da Cheesecake Labs, o Natam viu uma oportunidade de melhoria.<\/p>\n\n\n\n

Dividir a responsabilidade<\/strong><\/h2>\n\n\n\n

Conforme ganhava experi\u00eancia e responsabilidade, o Natam percebeu que a Cheesecake Labs crescia r\u00e1pido demais para manter a mesma estrat\u00e9gia interna de lideran\u00e7a.<\/p>\n\n\n\n

Em vez de uma pessoa s\u00f3 responder por times grandes, ele prop\u00f4s ao board que cada time de engenharia tivesse \u201cminil\u00edderes\u201d para manter as coisas rodando bem.<\/p>\n\n\n\n

A ideia era garantir que ningu\u00e9m ficasse sobrecarregado. Com o crescimento da empresa, ele notou que a lista de atribui\u00e7\u00f5es dos Cakers em posi\u00e7\u00e3o de gest\u00e3o crescia junto. <\/p>\n\n\n\n

Essa ideia deu origem aos nossos cargos de Tech Lead<\/a> e ajudou a redesenhar a estrutura da empresa. <\/p>\n\n\n\n

O aluno vira professor<\/strong><\/h3>\n\n\n\n

Em vez de buscar gente de fora para as novas posi\u00e7\u00f5es de Tech Lead, eu e o Natam decidimos olhar para dentro.<\/p>\n\n\n\n

Come\u00e7amos a escolher Cakers com potencial de lideran\u00e7a e montamos um plano de mentoria para acompanhar essa transi\u00e7\u00e3o at\u00e9 Tech Lead. <\/p>\n\n\n\n

Sabendo o quanto a pr\u00f3pria mentoria tinha ajudado, o Natam foi criar um programa de mentoria para os Tech Leads em forma\u00e7\u00e3o.<\/p>\n\n\n\n

O novo programa seguiu a mesma estrutura da forma\u00e7\u00e3o dele. N\u00f3s dois trabalhamos as habilidades essenciais para o papel de Tech Lead e usamos modelos e frameworks para ajudar cada Caker a avan\u00e7ar nas pr\u00f3prias metas. <\/p>\n\n\n\n

\u201cQuero trabalhar com gente mais inteligente que eu.\u201d<\/em><\/strong><\/h2>\n\n\n\n

Essa abordagem veio direto de uma frase que o Natam repete: \u201cN\u00e3o quero segurar toda a responsabilidade. Quero trabalhar com gente mais inteligente que eu.\u201d <\/em><\/p>\n\n\n\n

Onde um chefe concentraria todo o poder, um l\u00edder reconhece que cada pessoa na sala tem algo \u00fanico e valioso a contribuir.<\/strong> E o Natam sabia que havia Cakers com vontade de ter voz e de virar lideran\u00e7as reconhecidas.<\/p>\n\n\n\n

Para ele, era a chance perfeita de testar esse novo processo de desenvolvimento de lideran\u00e7a e ver se ele se encaixava na estrat\u00e9gia geral da Cheesecake Labs. <\/p>\n\n\n\n

E deu muito certo: come\u00e7amos com dois Tech Leads e hoje s\u00e3o oito.<\/p>\n\n\n\n

O caminho \u00e9 metade do aprendizado<\/strong><\/h2>\n\n\n\n

Essa trajet\u00f3ria acelerada de Software Engineer a VP of Engineering nem sempre foi f\u00e1cil, e o Natam passou muito tempo aprendendo habilidades novas e afiando as que j\u00e1 tinha. Antes de virar Caker, ele tinha a pr\u00f3pria empresa. <\/p>\n\n\n\n

Ent\u00e3o ele j\u00e1 sabia o que era responder por v\u00e1rias coisas ao mesmo tempo. Mas entrar no time da Cheesecake Labs mostrou que, \u00e0s vezes, o melhor \u00e9 dividir a responsabilidade entre mais gente: trabalho dividido pesa menos para todo mundo.<\/p>\n\n\n\n

S\u00e3o as pessoas que fazem o bolo crescer<\/strong><\/h3>\n\n\n\n

E aprender a ser mais uma fatia de um cheesecake maior tamb\u00e9m n\u00e3o foi simples para ele. Trabalhar com um grupo t\u00e3o diverso obrigou o Natam a sair da zona de conforto, que \u00e9 exatamente o que ele recomenda para os outros Cakers hoje. Nas palavras dele:<\/em><\/p>\n\n\n\n

\u201cSe voc\u00ea v\u00ea algo que quer, se desafie a sair da zona de conforto e v\u00e1 atr\u00e1s.\u201d<\/em><\/p><\/blockquote>\n\n\n\n

Trabalhando com todo tipo de gente, cada Caker tem a chance de conhecer outras pessoas, culturas e experi\u00eancias. E esse repert\u00f3rio s\u00f3 nos torna um time melhor. <\/p>\n\n\n\n

Aprender a hora de delegar<\/strong><\/h3>\n\n\n\n

A empresa cresceu: hoje somos mais de 100 Cakers, e chega gente nova todo dia. Com tanta gente entrando, o Natam teve que aprender a liderar sem conhecer de perto cada pessoa do time.<\/p>\n\n\n\n

Ele est\u00e1 aprendendo a espalhar a cultura da Cheesecake Labs sem se esticar demais, e ao mesmo tempo seguir dispon\u00edvel e acess\u00edvel para todo mundo na empresa. Teve que aprender a delegar e a colocar os valores<\/a> da Cheesecake Labs em tudo o que faz, para manter a cultura viva. <\/p>\n\n\n\n

O futuro do desenvolvimento de lideran\u00e7a na Cheesecake Labs<\/strong><\/h2>\n\n\n\n

Crescemos muito r\u00e1pido e foi \u00f3timo receber tanta gente nova na Cheesecake Labs. Um crescimento desses vem acompanhado de mudan\u00e7as, trocas de cadeira e reestrutura\u00e7\u00f5es. Come\u00e7amos com cerca de dez l\u00edderes na empresa, e hoje caminhamos para 35.<\/p>\n\n\n\n

O bolo da nossa empresa tem tr\u00eas camadas principais: o board, as lideran\u00e7as e os times.<\/strong> E defendemos que todo mundo faz parte do mesmo bolo, com cada parte contribuindo para o todo. \u00c9 por isso que temos compromisso com uma estrutura horizontal. <\/p>\n\n\n\n

A maior parte das nossas novas lideran\u00e7as veio de dentro da empresa e ajuda a manter esse ciclo de desenvolvimento girando. Nossos l\u00edderes conduzem programas de mentoria mensais. Eles ajudam cada Caker novo a escolher as metas de desenvolvimento j\u00e1 no primeiro dia e acompanham essa evolu\u00e7\u00e3o.<\/p>\n\n\n\n

Estamos rodando um novo programa de lideran\u00e7a para gerentes de projetos, e temos muitos outros planos pela frente.<\/p>\n\n\n\n

No fim, a Cheesecake Labs \u00e9 cheia de l\u00edderes, cada um do seu jeito. E cada pessoa se dedica a cuidar e alimentar a nossa cultura, mantendo o time motivado no caminho. <\/p>\n\n\n\n

A trajet\u00f3ria do Natam \u00e9 um exemplo claro dessa cultura na pr\u00e1tica: quando voc\u00ea investe nas pessoas, elas devolvem esse investimento multiplicado por dez. <\/p>\n\n\n\n

E n\u00e3o \u00e9 uma via de m\u00e3o \u00fanica. Como diz o Natam: \u201cN\u00e3o espere para virar l\u00edder.\u201d<\/em><\/p>\n\n\n\n

Qualquer pessoa na Cheesecake Labs pode ser l\u00edder<\/strong>, seja no primeiro dia, seja depois de anos de casa. <\/p>\n\n\n\n

Se voc\u00ea quer ajudar a construir uma empresa cheia de l\u00edderes, d\u00ea uma olhada nas nossas vagas abertas<\/a>. E leia o nosso post \u201cComo \u00e9 trabalhar em uma empresa top 10 de apps mobile\u201d<\/a>, sobre como \u00e9 ser um Caker.<\/p>\n","protected":false},"excerpt":{"rendered":"

H\u00e1 dois anos, a Cheesecake Labs tinha um time de cerca de 45 Cakers. Mas estamos crescendo r\u00e1pido. O nosso board sabia que, para acompanhar esse ritmo, precis\u00e1vamos formar l\u00edderes de forma proativa. \u00c9 a\u00ed que entra o Natam Oliveira.<\/p>\n","protected":false},"author":92,"featured_media":10620,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_yoast_wpseo_focuskw":"VP of Engineering","_yoast_wpseo_title":"De Software Engineer a VP of Engineering na Cheesecake","_yoast_wpseo_metadesc":"Como se forma um l\u00edder na Cheesecake Labs: o caminho de Software Engineer a VP of Engineering, do potencial enxergado \u00e0 responsabilidade dividida.","_yoast_wpseo_meta-robots-noindex":"","_yoast_wpseo_canonical":"","footnotes":"","ckl_wpml_lang":"br","ckl_wpml_source_id":10563,"ckl_wpml_status":"ok: lang=br trid=53721 source=10563 at 2026-08-14 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