Hernan Dario Agudelo

Brinsa S.A. has built a legacy in chemical and salt manufacturing in the heart of Latin America’s industrial sector and cultivated a culture where people come first. As Vice President of Human Management, I’ve guided this evolution—one rooted in trust, empathy, and strategic alignment.

Journey in Human Resources

Over the past two decades, I’ve navigated the full spectrum of human resources—from compensation and benefits to culture and development. My journey began as a junior analyst and led me to manage regional compensation, serve as VP at Acerías Paz del Río, and lead Human Management at Brinsa S.A.

Brinsa is a company driven by chemistry—both literally and culturally. With direct operations in Colombia, the Dominican Republic, and Costa Rica and a commercial reach across Latin America and the Caribbean, we focus on much more than production. My role encompasses overseeing the HR strategy regionally, strengthening our people-first culture, and ensuring that every aspect of our operations reflects high performance, safety, and strategic alignment with business goals.

“A defining moment in my career came when i realized that, to lead effectively, I had to prioritize my well-being”

Building Trust and Shared Purpose in High-Compliance Environments

In a safety-sensitive industry like ours, where compliance is non-negotiable, people leadership must go beyond the basics. We’ve built our talent management approach on trust, shared purpose, and collective responsibility.

This has had a direct impact on our bottom line. Over the past five years, we’ve grown sales by 70 percent and EBITDA by 93 percent, achieving our targets well ahead of schedule. We don’t just talk about trust—we live it. We take the time to listen, understand, and recognize our people. We value humility and prioritize constructive dialogue over hierarchy.

Having a shared purpose aligns everyone’s role with Brinsa’s mission. It fosters accountability and inspires people to exceed expectations. Our culture model, anchored in six core behaviors—ownership, results orientation, teamwork, innovation, sustainability, and passionate service—ensures these values are reinforced at every level.

A Personal Shift That Reshaped My Professional Philosophy

A defining moment in my career came when I realized that, to lead effectively, I had to prioritize my well-being. That meant committing to a holistic approach—physical, emotional, mental, and intellectual health- and nurturing my relationships outside of work.

Sharing this mindset with my peers—and seeing them embrace it—created a ripple effect. It sparked a cultural transformation at Brinsa, encouraging empathetic leadership that extended beyond the workplace to our employees’ families and communities.

This emphasis on personal wellness and emotional intelligence has made us a more people-centric organization and contributed directly to our performance. The evolution continues, but the results validate the path we’ve chosen.

Embracing Automation as an Opportunity, Not a Threat

Digital transformation is reshaping the industrial world, but at Brinsa, we see it as a catalyst for growth. Our people aren’t bystanders—they’re empowered participants.

We’ve prioritized upskilling in two key areas. First, we ensure our people are proficient in digital tools, including AI, that enhance professional and personal productivity. Second, we offer in-depth training on the operation and optimization of our increasingly automated systems.

Our “Bringeniando” innovation program plays a vital role here. It gives every employee a voice in our digital evolution, fostering a culture of innovation and co-ownership.

Most importantly, we focus on demystifying technology. By showing how digital tools improve safety, efficiency, and quality of life, we shift mindsets from resistance to enthusiasm. That mindset is our greatest asset in staying adaptable.

Making Culture the Heart of Strategy

Since 2020, we’ve worked relentlessly to place culture at the center of Brinsa’s strategy. My focus has been on embedding Human Management as a strategic ally across the organization—not just a support function.

One of our proudest accomplishments is the “culture appropriation” program. It has enabled us to align operational processes with business objectives while also fostering responsive, approachable, and empowering leadership.

The recognition we’ve received tells our story well. In 2021, we were certified by Great Place to Work, and in 2024, we earned a place in the Merco Talent ranking. These milestones reflect the success of our people-centric strategy and have translated into stronger service levels and revenue growth.

Advice for the Next Generation of Leaders

If I could offer one timeless message to young professionals— especially those aspiring to lead in human resources—it would be this: Don’t think of yourself as a finished product.

This idea, which I discovered in a colleague’s book, shapes my philosophy. Lifelong learning is not a buzzword— it’s a necessity. The most effective leaders stay curious, read continuously, and embrace new perspectives.

I encourage every emerging leader to read broadly—from management to literature to philosophy. Each source holds potential insights, and every page read is another step toward becoming not just a better professional but a better human being.