Magdalena Ferreira Lamas and the Art of Building Organizations That Decide With Impact
Episode 7 | Magda Ferreira Lamas & Ernesto Weissmann
The Decision Leaders series was created to explore how the world’s most influential companies make decisions that drive real impact. In this seventh episode, we delve into a fundamental dimension of leadership: the ability to build empowered teams and align the entire organization behind each decision. Our guest is Magdalena Ferreira Lamas, General Manager at Mars South Latam.
Getting to Know Magdalena Ferreira Lamas, General Manager at Mars South Latam
Magda leads two major consumer goods businesses across nine Latin American markets: Pet Nutrition (Whiskas, Pedigree) and Snacks (M&M’s, Snickers, Skittles). With over 30 years of experience at companies like PepsiCo, Ambev, Natura, and Avon, Magda has proven that making great decisions is not just about choosing. It’s about inspiring, mobilizing, and transforming.
She puts it clearly: behind every decision, there are people. And it’s those people who turn decisions into results through their commitment.
“Today, people of all generations—especially younger ones—are driven by purpose. They need to understand the ‘why’ behind what we do. So, while making the right decision is important, what matters most is that the decision is clearly understood and effectively executed.”
At Tandem, we believe that leaders who create space for others to decide, who mobilize teams, and who communicate the purpose behind every action, are the ones who truly generate value and make a difference. That’s why, in this conversation with Ernesto Weissmann, Partner at Tandem, we wanted to learn more about Magda Ferreira Lamas: a leader who leaves a lasting mark.
Leadership as Empowerment: How to Build Organizations That Decide
Ernesto Weissmann: With so many years of experience, what do you prioritize when making decisions? How do you design organizations that decide with real impact?
Magdalena Ferreira Lamas: Involving people in decision-making creates enormous value. First, because of the diversity of perspectives it brings, and second, because of the sense of ownership it fosters.
People are much more engaged when they participate in strategic decisions, execution, creative ideas. And that’s key when leading a team.
Also, when you delegate, it must be clear that you’re delegating a meaningful decision. It needs to be evident that the person is fully authorized. One more point—often discussed but still difficult to implement—is empowering others to decide in a safe environment where risk is allowed.
EW: You mean allowing others to make mistakes? Tell me more, because I think that’s where many of us struggle.
MFL: Exactly. To make that happen, you have to share the different possible scenarios, because risk means multiple paths.
You need to open the space to think together, to brainstorm, and then let the person make the call. How you react when the outcome isn’t what you expected, that’s where coherence shows. I empowered you, I trusted you, and I delegated. If the result falls short, the first response should be to reaffirm that making mistakes is allowed.
It’s not about celebrating the mistake. It’s about recognizing the courage of the leader who put it on the table. Celebrate the behavior, not the error. And of course, act quickly to correct it so the business doesn’t suffer.
From M&M’s to Whiskas: Leading Brands With Purpose
EW: You oversee two very different lines of business: Pet Food and Snacking. How do they differ?
MFL: At Mars, we talk about pet parents. And the word “parents” says a lot about how the world is changing and how families are evolving. Internal surveys show that 7 out of 10 consider their pet to be a family member, and 4 out of 10 say their pet is the most important being in their household.
So how has this world evolved? In Pet Nutrition, the value proposition is critical. What I feed my dog or cat is equivalent to what I would feed my children. That raises the bar significantly in terms of quality and transparency.
There’s an entire ecosystem that reflects this shift. For example, if you look at sales trends, diaper sales are declining while pet food sales are rising.
In the chocolate business, on the other hand, we work with imported products from different markets. Mars has a strong brand portfolio—M&M’s, Snickers, and others—and our value proposition lies in distributing them across the nine countries where we operate.
Breaking the Myths of Female Leadership
EW: What beliefs do you think we need to challenge about female leadership?
MFL: I believe women find it easier to admit mistakes, ask for help, and set aside ego. That can be a strength. But there are also myths: like the idea that we are more emotional. The truth is, anyone can be emotional, regardless of gender.
Diversity—of gender, of thought—improves decision-making. It may be uncomfortable at times and take longer, but it’s absolutely worth it.
I also think we have a responsibility: to believe in ourselves. To build self-confidence at home, with our daughters and sons. I’ve spoken with successful Mexican women who considered leaving their careers when they had children. Today, they are directors. Role modeling among women is essential to show that it is possible to have both a fulfilling personal life and a professional career.
I was the first female sales manager at Cervecería Quilmes. It was tough. There were debates about whether a woman could lead a room full of distributors. And that was years ago. I wasn’t going to lead like a man, but I was going to bring solutions. And to this day, I’m still in touch with some of those distributors, sharing great memories.
What’s Next on Decision Leaders
This conversation with Magdalena Ferreira Lamas invites us to view leadership through a more human and structural lens. It’s not just about making the right calls. It’s about building organizations where people feel empowered to decide, to take risks, and to drive change.
At Tandem, we know that real impact doesn’t come only from tools or frameworks. It comes from how decisions are designed within the organization. We believe that organizations that decide more—and decide better—get better results.. That’s why we support leaders who challenge inertia, rethink their models, and evolve the way they decide.
Coming soon, we’ll continue this conversation with an expert perspective from the world of logistics, procurement, and supply chain. An environment where every decision can optimize resources, anticipate risks, and generate competitive advantage.
In the meantime, we invite you to revisit our previous episode featuring Juan Garibaldi, CEO of Danone, where we explored how decisions are made in a fast-moving industry like consumer goods.