Leadership is a rollercoaster—full of twists, surprises, and big moments. Juan Pablo Udry knows this ride well. From Argentina to Brazil, and from executive to Chief Executive Officer, his journey has been shaped by more than just ambition. For Juan, leadership is about people, purpose, and creating something that truly matters.

In the complex world of Latin American pharma, where change is constant and the stakes are high, Juan brings a rare blend of emotional intelligence and business acumen. Now leading TRB Pharma Chemical and Pharmaceutical Industry LTDA, he’s showing what modern leadership really looks like: human, values-driven, and rooted in purpose.

Whether he’s mentoring young talent, dealing with economic shifts, or building a culture that values well-being, Juan’s approach is always grounded in empathy and long-term vision. His story shows that the future of pharma in Latin America isn’t just about product innovation—it’s about leadership that genuinely moves people.

Let’s understand how Juan balances business success with building strong teams and meaningful legacies in pharma!

Leadership Philosophy & Background

Juan’s leadership philosophy is simple but powerful: business is fundamentally about people. At 47 years old, this Argentine-born executive has made Brazil his home for over 16 years, blending his personal and professional worlds seamlessly. “I’m a father of two kids—Matteo and Sophia,” he shares, highlighting the personal motivation behind his leadership style.

His decision to stay in Brazil was intentional. “I saw a perfect fit between my work-life balance, lifestyle, and what the country needed in terms of improved leadership,” he explains. This alignment of values—both personal and professional—fuels his passion every day. Rather than viewing leadership as merely managing, he aims to rally his teams around a meaningful, long-term vision. “What I try to do in terms of managing teams is to engage the team towards a vision. To be able to sell a long-term project—but with meaning.”

What makes Juan’s style unique is how he encourages active participation in decision-making, helping each member feel involved in a collective journey toward a shared mission. This inclusiveness fosters strong commitment and motivation. “I look forward to engaging them not only in the action but also in the decision-making process, so they feel part of the journey toward that final goal, that mission, that vision we want to implement.”

For Juan, the most fulfilling leadership moments come from collaborating with individuals who seek purpose beyond a paycheck. “There’s nothing more fun than working with people who want to do something different, to have meaning, to live a legacy—regardless of their job, whether it’s the receptionist, the head of R&D, the marketing director, or the GM. Everybody can play an important role toward a common goal.” This belief in each person’s potential nurtures a culture where everyone’s role is meaningful and tied to the bigger picture.

He is aware that not everyone shares this drive, making the selection of motivated team members vital. “Not all people work to be part of something bigger. A lot of people just work to get paid and go home.” His leadership strategy focuses on identifying those whose aspirations go beyond salary, those who want to build something meaningful.

Emotion is a distinctive asset in Latin American business culture, Juan believes. “I cannot work in a company where we treat or are treated like robots, or where there’s no closeness to people.” When harnessed properly, the warmth and emotional connection typical of the region become powerful engines for both business success and people development. “If you use that emotion in the right sense—towards business and people development—it’s very powerful.”

Juan combines visionary goals with practical action, shaping environments where work is productive but also enjoyable. “We spend 8 to 10 hours a day at work, so it’s important to also have fun during the process and enjoy working with nice colleagues.” His leadership approach centers on humanity—seeing people not just as resources but as partners on a meaningful journey.

Balancing Pressures & Vision

The Latin American business environment is famously complex, marked by frequent regulatory shifts, economic fluctuations, and intense competition. Juan embraces this dynamic as intrinsic to the region’s character. “We are used to complex situations and daily changes: regulatory, economic, competitive. Actually, our DNA is driven by change and flexibility.”

This ongoing flux makes Latin America uniquely challenging, especially for foreign companies. He points out that it’s often easier to relocate Latin American executives abroad than to bring external leaders here and expect them to adapt swiftly. “It’s easier to bring a Latin American executive to another part of the world than to bring one here and ask them to adapt to constant change.”

Managing change within organizations requires nuanced communication. While senior leaders may be familiar with pressure, younger or less experienced employees often struggle with the intensity. “Communication needs to evolve. We used to be much more direct and forceful. That’s not always well-received now.” He stresses the importance of reframing change positively—as an opportunity rather than a problem. “Organizations need to see change as a chance to rethink: are we doing things right, or just repeating old patterns?”

This culture of continuous improvement promotes collaboration and openness. “Mindset is everything. It’s about growth and recognizing that no one has all the answers. Teamwork is essential to solve problems. Leadership sets the direction, but input from everyone is vital.”

Juan thrives under pressure and uncertainty. “I like pressure. I enjoy adapting and rerouting the business. It keeps us alert to possibilities and prepares us for the unexpected.” He also sees a parallel between business unpredictability and life itself: “Life isn’t a straight path—it’s a roller coaster. Both highs and lows are situations. Neither one defines you.”

Despite his CEO role, Juan stays humble. “Being CEO doesn’t define me. I hold the position of CEO now, but I might not tomorrow. I wasn’t before, and that hasn’t changed who I am.” He expresses this in Spanish: “No soy CEO, estoy CEO.” At home, family grounds his identity more than any title. “My kids don’t care about my job. Our roles don’t define us.”

Making Bold Decisions

Leading a company through uncertainty requires making difficult choices. Juan is clear that every decision must align with the company’s mission and serve the interests of owners and shareholders. “When we take decisions to drive the business, we must remember we work for someone—owners, the board, shareholders.”

Whether it’s launching a new factory or closing parts of the business, these tough calls are necessary for sustainable, long-term growth. “Our mission is to help them grow and profit so they reinvest and expand both the team and the business.”

Alignment with leadership is crucial. “When you’re aligned with the board or owners, your decisions naturally support the mission.” Conversely, misalignment puts personal values and leadership integrity to the test. “When you’re not aligned, that’s when your values are challenged.”

Juan emphasizes that mission and vision must be authentic and consistent, not marketing slogans that change frequently. “A mission and vision shouldn’t shift every couple of years or serve as just marketing language. They need to guide internal decisions. Without true commitment to the mission, you won’t achieve it—even if you’re the smartest person in the room.”

His stance reflects a profound respect for values and purpose. “All companies are run by people with different motivations—whether money, legacy, or impact. I choose carefully where I work. I don’t stay where values are mere slogans. Life is short. Don’t waste it doing something you don’t believe in.”

Mentorship & Building Future Leaders

For Juan, mentorship is a crucial yet often overlooked aspect of leadership. He finds great satisfaction in helping individuals clarify their career paths, whether they are early in their journey or seasoned professionals. “Helping people define their path—whether young or senior—is an underrated but fulfilling part of leadership.”

He understands that ambitions vary widely. “Not everyone wants to be CEO—and we don’t need 6 billion CEOs. Different personalities and goals are essential.” From scientists with long-term visions to marketers energized by storytelling, each person’s unique role contributes significantly.

He highlights the equal importance of all positions. “A financial analyst managing costs or a QA officer ensuring quality—they all matter equally.” True leadership creates a culture of respect where every effort supports shared success. “No one shines alone. If the factory doesn’t run, the CEO won’t be in the magazine.”

Wellbeing is another key focus for Juan. “Take care of your body and mind. That’s your temple. If you burn out, you can’t perform.” He embraces change as a natural part of growth, acknowledging that goals evolve over time.

Legacy & Impact in Latin American Healthcare

Juan’s vision of legacy is deeply personal and multifaceted. Professionally, he strives to be remembered as someone who introduced products that genuinely improved lives. A notable example is a TRB Pharma product for elderly patients with osteoarthritis, which “significantly reduced their pain and improved mobility. That’s impact.”

For Juan, legacy extends beyond patients to include the people who work alongside him. He recalls a touching moment when a long-serving sales representative, recently promoted, “cried in my office—said he could now get married and have a family. That stayed with me.”

Central to his mission is fostering a company culture where employees feel supported and valued. “Under my leadership, I want people’s lives to improve.” This commitment also influences his family, as he hopes his children will one day say their lives were better because of his values and example.

Juan defines leadership as demanding strength without harshness and results without disrespect. “You can be strong without being rude. You can demand results without disrespect.” For him, true success is not measured by bank balances but by the growth and transformation of those around you. “Success isn’t about bank balances—it’s how people changed and grew around you.”

Reflections on TRB Pharma

Since joining TRB Pharma just over a year ago, Juan has experienced an environment that nurtures both professional ambition and personal wellbeing. While acknowledging challenges, he highlights the company’s strong human-centered culture. “From day one, they checked on my stress, on our goals, and provided constant feedback.”

This genuine care resonates with him. “The Executive Committee here is the most human, target-driven team I’ve ever seen. They prioritize people—not just business.” Their dedication fuels Juan’s pride and commitment to leading TRB Pharma.

A New Era of Leadership Focused on People, Purpose, and Progress

Juan’s leadership journey exemplifies the evolution of pharma leadership in Latin America—anchored in empathy, driven by vision, and defined by meaningful human connections. His story shows that beyond profits and products lie the dreams, struggles, and growth of real people. This human touch is what will continue to propel progress in Latin America’s pharmaceutical industry for years to come.