Eduardo Medeiros is a logistics and supply-chain operations leader who shares practical lessons on scaling operations, improving governance and performance, and leading teams. Medeiros's posts describe work across transport, e-commerce, pharmaceutical distribution, and logistics, and announce a move from DHL Supply Chain to TECMAR Transporte & Logística | Log-In Logística Integrada.
Most useful for practical logistics operations lessons on scaling, governance, performance, and frontline leadership.
Best for
A Brazilian transport or third-party logistics operator growing faster than its processes.
Not for
A consumer brand seeking high-reach LinkedIn posts for app installs and orders.
Key takeaways
Operations stop scaling because of method and governance, not people, technology or money.
Turnaround work is presented in operating numbers, not activities.
Situational leadership changes the approach, never the standard.
Check first: Confirm their current role and remit before assuming site-level scope or DHL access.
Main ideas
Operations stop scaling because of method and governance, not people, technology or money · Turnaround work is presented in operating numbers, not activities · Situational leadership changes the approach, never the standard
Eduardo Medeiros is a logistics and supply-chain operations leader who shares practical lessons on improving and scaling operations.
In a post describing 25 years of experience across transport, e-commerce, pharmaceutical distribution and logistics, they connect operational problems to weak governance, indicators without clear owners and leadership without method.
Other posts show how that perspective extends to frontline leadership: visiting day and night shifts, recognizing local teams and adapting management style without lowering performance standards.
Follow Eduardo for concrete arguments about how operations work under pressure and what leaders can change as they grow.
A post announces a move from DHL Supply Chain to TECMAR Transporte & Logística | Log-In Logística Integrada; ask for confirmation of their current role.
Eduardo connects broad operational experience to specific management problems.
One post reports results at Solistica and Patrus alongside large-scale delivery work at DHL; another explains how growth can outpace processes and governance, leaving managers to put out fires.
People-focused posts add a counterpoint: performance depends not only on processes but also on leaders staying close to teams, recognizing local management and applying consistent standards.
The mix makes their work useful to readers weighing operational control and frontline leadership.
Treat the reported results as claims in their posts; ask for supporting figures if they matter to a decision.
Eduardo Medeiros writes about running logistics operations at scale.
Read more
Across the posts, the central argument is that operations break when method and governance fail to grow with the business.
Across carriers, e-commerce and pharmaceutical distribution, processes stop keeping up, indicators lose their owners, and managers become firefighters.
The fix is to rebuild the operating method, not add people or tools.
Alongside this, Medeiros argues that managers can adapt their approach to a team's maturity without changing the delivery standard, and that floor presence, recognition of local teams and continuous learning help produce results.
The posts are short, single-idea arguments in Portuguese, written from a practitioner's perspective on what works when an operation catches fire.
Operations stop scaling because of method and governance, not people, technology or money
Medeiros returns to one underlying cause of operational trouble: the operation grows, but the process does not; the team grows, but governance does not evolve; volume rises, and the indicator disappears.
Read more
The manager spends the day putting out fires while the monthly number fails to close—not because the manager is bad, but because the operation was built to work small and nobody stopped to rebuild it for scale.
The remedy is to redesign the method before growth forces the issue.
Medeiros presents the content as practice rather than theory, usually closing with a question that prompts readers to assess their own operation.
In the scaling post, Eduardo Medeiros identifies the same pattern across carriers, e-commerce and pharmaceutical distribution, ending with the line that scaling is not doing more of the same: “Escala é redesenhar o método antes que o caos redesenhe por você.”
In a career-summary post, they distill 25 years in logistics operations across the Northeast, North and Center-West into three causes of broken operations: missing governance, an indicator with no owner, and leadership without method.
The post ends by asking readers about the biggest bottleneck in their operation today.
Turnaround work is presented in operating numbers, not activities
Medeiros describes operations work through service levels, costs, revenue and team scale.
Read more
The reader is invited to judge the work by recovered service levels and removed costs rather than by the projects run.
The numbers appear in a post introducing how they work; they are self-reported, not independently confirmed.
Ask for supporting evidence before using them as proof.
At Solistica, taking over five branches in the Northeast with a falling SLA is described as delivering 88% revenue growth, R$1 million in cost cuts and an SLA of 97.1% within 12 months.
At Patrus, finding R$3 million in tax pendencies is described as reducing them to R$300,000 in five months while restoring governance.
At DHL, the account covers more than two million deliveries a year with 300+ people, in regions Medeiros says most executives never visit.
Situational leadership changes the approach, never the standard
Medeiros distinguishes adapting how you guide someone from changing what you expect of them.
Read more
Adjusting your style to a team's maturity is legitimate; treating one employee one way and letting another slide is not adaptation but a lack of criteria.
Using the situation to excuse inconsistency is a management failure.
The approach can change, but the level of delivery should stay fixed.
The management post opens with the line “Tem gestor destruindo time… e achando que está liderando,” then argues that the approach can change, but the standard should not. Holding one employee to a standard while letting another slide is not situational management.
Results are tied to floor presence and local teams, not the central leader
Alongside the systems argument, Medeiros makes the case that physical presence, covering shifts, and recognising the people and local managers who create a sense of belonging help produce performance.
Read more
The posts put process and indicator ownership alongside teams, energy and belonging: the method is fixed centrally, while results are delivered locally.
A visit to the Porto Velho site covered the day shift and, on the last day, the night shift as well.
The post notes that at 3 a.m. the team still had energy and smiles, linking that to Porto Velho repeatedly ranking first in the NONECO region, especially on OpsClock2.0.
In a separate post, results at the Manaus site above the usual averages are credited, in Medeiros's words, to the management of Emanuel and Gabrielle Araújo and the sense of belonging they create.
A third post welcomes new hires at the Palmas site.
Learning is treated as a condition of leading, not a personal extra
Medeiros treats structured development as part of leading: a programme's value lies in turning knowledge into practice, and in sharing the learning with senior colleagues from the same company.
Read more
Continuous evolution requires humility to learn new techniques and broaden how leaders generate results—an argument that complements the focus on method and metrics.
In a post about participating in Coaching for Success, Medeiros praises the instructors for turning knowledge into practice in a light and strategic way, values spending two days with high-level professionals at DHL Supply Chain, and thanks Italo Fermino, Maria Fernanda Fernandez, Atma S. and Mariane A.
A change of employer reframes the earlier material
The posts mark a career move: one chapter at DHL Supply Chain closes and a new challenge begins at TECMAR Transporte & Logística and Log-In Logística Integrada.
Read more
The site visits, team recognition posts and leadership-development post all sit within the DHL context. Ask for publication dates to establish how the earlier ideas carry into the new role.
The transition post thanks DHL Supply Chain for experiences, challenges and people, with named thanks to Fabio Miquelin, Cristiane Moura and Rui Cacela. It announces a new professional challenge at TECMAR Transporte & Logística | Log-In Logística Integrada.
It answers the newcomer’s question: what gives this person the right to talk about operations?
Read more
It is the clearest account of their claimed experience and the results they choose to present.
Eduardo Medeiros opens with 25 years in logistics operations across the Northeast, North, and Center-West, working in transport, e-commerce, pharmaceutical, and distribution businesses.
They argue that broken operations share the same problems: weak governance, indicators without an owner, and leadership without method.
The post then gives specific results.
At Solistica, they took over five branches in the Northeast with falling SLA and reported 88% revenue growth, R$1M in costs cut, and SLA at 97.1% in 12 months.
At Patrus, they found R$3M in tax liabilities and reduced it to R$300K in five months.
At DHL, they say they generated more than 2 million deliveries per year with 300+ people in regions most executives never visit.
The post closes by asking readers about their biggest operational bottleneck.
For brands planning a campaign
For a leadership or operations improvement engagement, this is the strongest single proof-of-experience item: it names the sectors, team scale, and turnaround metrics. Use it to frame a brief around governance, SLA recovery, and cost reduction, and ask Eduardo Medeiros to explain the baseline and method behind each number.
It answers the question: what does Eduardo Medeiros believe about operations?
Read more
This is the clearest statement of the idea running through the other posts.
The post makes the recurring argument directly: when an operation does not scale, the problem is not a lack of people, technology, or investment.
It is a lack of method.
Eduardo Medeiros describes the same pattern in transport, e-commerce, and pharmaceutical distribution: the operation grows, but the process does not keep up; the team grows, but governance does not evolve; volume rises, and the indicator disappears.
The manager becomes a firefighter, putting out fires all day while the monthly number does not close.
The problem is not that the manager is bad, but that the operation was built to work small and no one rebuilt it to work large.
The post ends with the line that scaling is not doing more of the same; it is redesigning the method before chaos redesigns it for you.
For brands planning a campaign
This frames a process and governance engagement, not a headcount or software purchase.
It gives a campaign a sharp hook: redesign the method before growth forces it.
Use it as the opening argument when the buyer faces rising volume and falling control.
It answers the question: how does this person lead in practice?
Read more
The post moves from a night-shift visit to a specific operating result, making it more useful than a general leadership claim.
Eduardo Medeiros describes visiting the Porto Velho/RO site to introduce themselves, follow the operation, and be close to the team.
They joined the day shift and, on the last day, the night shift with Dani from Mercado Livre.
At 3 a.m., they note that the team still had energy and smiles.
They tie that energy to results: Porto Velho is repeatedly top of the NONECO region, especially on OpsClock2.0, which they say exceeds client expectations.
The post thanks named people from Mercado Livre, DHL Supply Chain, and HR, and closes by saying the next step is to build on what is already strong and keep the level high.
For brands planning a campaign
For a culture or frontline leadership assessment, this shows how Eduardo Medeiros connects presence, team energy, and a client-facing metric. Ask how they would replicate the Porto Velho pattern at another site, and use the OpsClock2.0 reference to test whether the improvement approach is measurable.
It answers the question: what does this person teach about managing people?
Read more
The post is short and argumentative, with a clear position that complements the operational-method material.
Eduardo Medeiros opens with a warning: some managers destroy a team while believing they are leading.
They define situational management as adapting guidance and conduct to the team’s maturity, not as being soft at one moment and hard at another.
The error is using the situation to justify inconsistency: treating one employee one way and letting another slide.
That is not adaptation; it is a lack of criteria.
Real situational management requires maturity and an adapted approach without loosening the delivery standard.
The form changes; the standard should not.
For brands planning a campaign
This suits a leadership development or management training brief because it focuses on criteria and consistency rather than personality. Use it as a discussion prompt with managers who confuse flexibility with favoritism, and ask Eduardo Medeiros how the standard is defined and enforced.
It answers the question: where is this person now?
Read more
For a name search, the current chapter matters as much as the earlier track record.
Eduardo Medeiros announces the end of their time at DHL Supply Chain and the start of a new professional challenge at TECMAR Transporte & Logística | Log-In Logística Integrada.
The post thanks DHL for the experiences, challenges, and people, with special thanks to Fabio Miquelin, Cristiane Moura, and Rui Cacela.
It also thanks colleagues, teams, clients, and partners.
Ask for the announcement date and current day-to-day role before scoping a project.
For brands planning a campaign
Check this before scoping an engagement: it changes the employer context. Verify the current role and mandate at TECMAR or Log-In before proposing an operations or leadership project, and ask what operational problem they are now responsible for.
It answers the question: how does this person describe good team leadership?
Read more
The post gives a concrete example of recognition and links it to operating results.
Eduardo Medeiros highlights strong results at the Manaus site, saying they are above usual averages.
They credit the management of Emanuel and Gabrielle Araújo, who together foster a sense of belonging among the people there.
The post congratulates the Manaus team and tags DHL Supply Chain and Mercado Livre.
It shows the behavior they choose to recognize publicly: local leadership, team belonging, and performance above the average.
For brands planning a campaign
For a team culture or retention engagement, this shows how Eduardo Medeiros talks about belonging and local management. Ask how belonging is measured or built at site level rather than treating it as a slogan.
It answers the question: what does this person value in leadership development?
Read more
The post shows they invest in structured learning and connect it back to results.
Eduardo Medeiros calls taking part in Coaching for Success an extraordinary experience.
They praise the instructors for turning knowledge into practice in a light, strategic way and value learning alongside high-level professionals at DHL Supply Chain.
They say continuous evolution requires humility to learn new techniques and broaden how leaders lead and generate results.
They thank Italo Fermino, Maria Fernanda Fernandez, Atma S., and Mariane A., and use hashtags about leadership, coaching, high performance, people management, and continuous learning.
For brands planning a campaign
This supports a learning, coaching, or leadership development angle. Use it to check whether a proposed engagement fits Eduardo Medeiros’s stated preference for practical, peer-level development rather than abstract theory.
Floor presence, shift visits and people-first recognition3
Governance and method as the root causes of broken operations2
Turnaround numbers as credentials1
Situational leadership with a fixed standard1
Continuous learning framed as humility1
A career move as a change in context1
Governance and method as the root causes of broken operations
In a career-summary post, Eduardo Medeiros says 25 years inside logistics operations — in the Northeast, North and Center-West, across carriers, e-commerce, pharmaceutical and distribution — taught them that every broken operation has the same problem: missing governance, an indicator with no owner, and leadership without method.
Read more
A second post argues that operations which fail to scale lack method, not people, technology or investment: the operation grows and the process does not follow; the team grows and governance does not evolve; volume rises and the indicator disappears; and the manager turns into a firefighter.
Diagnose the operation against its growth: process versus volume, governance versus team size, and owned indicators versus shared ones. Then redesign the method rather than adding headcount or tools.
For brands planning a campaign
For a leadership or operations improvement brief, Medeiros’s framing is to fix indicator accountability and redesign the operating method before buying systems or hiring. It fits engagements focused on scale-up governance rather than a pure technology rollout.
Medeiros cites specific results: at Solistica, taking five Northeast branches with falling service levels to 88% revenue growth, R$1 million in cost cuts and a 97.1% service level within 12 months; at Patrus, finding R$3 million in tax pendencies and bringing that to R$300 thousand in five months while restoring governance; and at DHL, generating more than two million deliveries a year with over 300 people in regions they say most executives never visit.
Read more
The figures are self-reported in a promotional introduction post. Ask for supporting evidence before relying on them.
For brands planning a campaign
The numbers give a brand something concrete to probe in a scoping call or reference check, and set the expectation that an engagement would be measured through service-level, cost and revenue metrics rather than activity.
In a management post, Medeiros argues that situational management means adapting how you guide people to the team's maturity, not alternating between being lenient with one person and harsh with another.
Read more
Adjusting style is legitimate; changing the expected delivery standard is not. Using the situation to excuse inconsistency shows a lack of criteria, and managers who do so are, in their words, destroying teams while believing they are leading.
Change the form, never the standard: vary how feedback and guidance are given, but hold the level of delivery constant across people.
For brands planning a campaign
For a leadership development or management coaching engagement, this is an articulate position on consistency and criteria that supports work on performance standards, manager conduct and team maturity.
Floor presence, shift visits and people-first recognition
Several posts show hands-on site presence.
Read more
Medeiros describes visiting the Porto Velho site to introduce themselves, follow the operation and stay close to the team, covering the day shift and, on the last day, the night shift as well.
They highlight the team's energy at 3 a.m. and the site's repeated first place in the regional OpsClock 2.0 measure.
Another post welcomes new hires at the Palmas site around PeopleFirst and teamwork, and a third credits the local managers at the Manaus site for results above average and for creating a sense of belonging.
The site results are credited to local managers and teams, not Medeiros. Ask for examples of their personal contribution before attributing those outcomes to them.
For brands planning a campaign
A brand can read this as an operator who ties results to site culture and visible leadership, suited to engagement around retention, engagement or site-level performance rather than pure process design.
The material names the segments Medeiros works across — carriers, e-commerce, pharmaceutical distribution, and distribution and logistics more broadly — with DHL Supply Chain and Mercado Livre appearing as sites and clients.
Read more
The format is short, single-idea posts in Portuguese, built around a hook such as "every operation that doesn't scale has the same problem" and often ending with a question that asks readers to measure their own operation.
For brands planning a campaign
Match briefs to these segments. The one-idea-plus-question format suits co-created content: the brand supplies a specific operational problem, and Medeiros supplies the method and field example.
A post about participating in the Coaching for Success programme praises the instructors for turning knowledge into light, strategic practice and values sharing the two days with senior DHL Supply Chain colleagues.
Read more
Medeiros frames continuous evolution as requiring humility to learn new techniques and expand how leaders generate results.
For brands planning a campaign
This signals openness to coaching and peer-learning formats, making a leadership development or executive programme pitch credible. Medeiros is a practitioner and programme participant, not a development vendor.
The material includes a transition post closing one chapter at DHL Supply Chain and starting a new professional challenge at TECMAR Transporte & Logística | Log-In Logística Integrada, with thanks to named mentors and colleagues.
Read more
This is the clearest change-over-time signal and means recent posts may come from a DHL context that has since ended.
For brands planning a campaign
For a current brief, confirm Medeiros’s present role and remit before assuming DHL Supply Chain access or site-level scope; the announcement moves the operating base to TECMAR and Log-In.
Eduardo Medeiros's documented brand relationships are employment and operations work rather than sponsorship.
Read more
The posts trace a 25-year logistics career through Solistica, Patrus, and DHL Supply Chain, where Mercado Livre appears as the customer behind the sites they ran, and end with their announced move to TECMAR Transporte & Logística | Log-In Logística Integrada. The posts carry no publication dates; ask for dates to establish when each relationship took place.
DHL Supply Chain
Employment
Eduardo describes running DHL Supply Chain operations in Brazil: more than 2 million deliveries a year with 300+ people across regions most executives never visit, he notes.
Read more
They post from site visits at Palmas, Manaus, and Porto Velho. In a transition post, they announced leaving DHL Supply Chain and thanked named colleagues and leaders there.
In a post closing one cycle and opening another, Eduardo says they are ending their time at DHL Supply Chain and starting a new professional challenge at TECMAR Transporte & Logística | Log-In Logística Integrada.
Read more
The post does not give a role title or start date; ask for both.
Mercado Livre appears as the customer behind the DHL Supply Chain sites Eduardo posts about.
Read more
They credit the Porto Velho site with repeatedly ranking TOP1 in the NONECO region on OpsClock 2.0 work tied to Mercado Livre, name Mercado Livre contacts there, and link the Manaus site's above-average results to DHL Supply Chain and Mercado Livre. This is client work at the operations they led, not a personal sponsorship.
Eduardo says they took on five Solistica branches in Brazil's Northeast with service levels falling, then reports 88% revenue growth, R$1M in costs cut, and SLA at 97.1% over 12 months.
Eduardo says they found R$3M in outstanding tax liabilities at Patrus and reduced the balance to R$300K within five months, describing governance as restored.
Eduardo Medeiros writes about running logistics operations at scale, from inside the operation rather than from a consultancy desk.
Read more
Start with the post that summarises 25 years across carriers, e-commerce, pharmaceutical and distribution and identifies the recurring failure: missing governance, an indicator with no owner, and leadership without method.
Then read the companion argument that operations stop scaling when processes do not grow with volume, the team or technology, followed by the management post on adapting your approach to a team's maturity without lowering the delivery standard.
A second, softer line runs alongside: site visits across shifts, recognition of local managers and teams, and structured leadership development as part of how results are produced.
The posts are short, single-idea arguments in Portuguese, often closing with a question that asks readers to measure their own operation.
The results are self-reported; ask for the underlying measurements when assessing them.
A transition post marks the end of the DHL Supply Chain period and the start of a new role at TECMAR Transporte & Logística | Log-In Logística Integrada.
Amorim and Eduardo Medeiros cover the same ground for the same reader: short Portuguese-language LinkedIn posts on how logistics operations should be organised, built around structured lists and operating measures.
Read more
Amorim explains how to choose between WMS, TMS and DMS based on an operation's main pain, and covers cross-docking, its cost, speed and inventory benefits, and the KPIs used to judge it (OTIF, logistics cost per order, returns rate, vehicle occupancy).
Medeiros makes the adjacent argument that technology only works when processes, indicators and people are already organised.
The two sit well next to each other.
Amorim teaches concepts and system categories to a general logistics audience, making the content useful to anyone evaluating tools or operating models.
Medeiros argues from inside one operation, focusing on leadership, governance and ownership of indicators.
They share self-reported turnaround numbers rather than explain a concept, giving readers a practitioner's position rather than a primer.
Schatzmann also writes in the first person about commercial and operational work driving growth in freight and logistics, with the same habit of reporting concrete numbers from a defined period.
Read more
They describe strengthening broker partnerships through daily, direct communication, using dispatcher experience to plan where drivers should be, and reaching roughly 241% growth in monthly loads and 158% in gross freight within three months.
They also reflect on entering the US market and a new area over a six-month milestone at Billor with $200,000 in delivered loads.
Medeiros similarly leads with operating results — service level, cost, revenue and team scale.
Schatzmann focuses on carrier and broker portfolio development, customer success and adapting to the US freight market.
Medeiros focuses on governance in operations that have outgrown their methods: ownership of indicators, redesigning processes before growth forces the issue, and the leadership standard behind delivery.
Readers seeking commercial relationship growth should turn to Schatzmann; those interested in scale-up governance and turnaround management should turn to Medeiros.
Oi shares Medeiros's format and stance: first-person Portuguese-language posts that report what was tried and what worked, rather than offering advice in the abstract.
Read more
Oi describes testing OpenAI's and Gemini's Deep Research on the same prompt, lists where each fell short or delivered, and notes the limits that remained.
Another post reflects on seeing a team described in an internal announcement and the discomfort of owning a win.
Medeiros takes the same approach in an operational register: what they encountered, what broke and what the numbers did.
The subject matter is unrelated: Oi works on UX research practice and AI research tools, while Medeiros covers logistics operations and leadership.
The similarity is the teaching approach, not the field, making this a weaker follow-on choice.
Readers interested in Medeiros's governance and turnaround arguments will not find those subjects in Oi's posts, but will find a comparable practitioner-tested style.
For a leadership or operations-improvement engagement, this audience reads as Brazil-based logistics and supply-chain practitioners rather than a general business following.
Read more
The posts cover site-level operations—SLA recovery, governance, distribution and e-commerce fulfilment, and team recognition at DHL sites in Manaus, Palmas and Porto Velho—addressing people who run or work in warehouse, transport and distribution operations, or buy into them.
The only published audience figure is a LinkedIn follower count; the posts provide no per-post engagement counts, platform demographic breakdown or audience survey.
Assess fit on topical alignment for now, and confirm audience composition before committing budget.
Ask Eduardo Medeiros for recent results on comparable topics and formats—reach and engagement on operations and leadership posts from the last few months—and any audience survey covering job function, seniority and geography.
Eduardo Medeiros's posts do not present a partnership offer.
Read more
They focus on operational and leadership commentary drawn from their management roles, not creator content with sponsor placements, a media kit or published terms.
Employers and clients appear as employment relationships—DHL Supply Chain, Mercado Livre, Patrus, Solistica, and the move to TECMAR Transporte & Logística | Log-In Logística Integrada—not as disclosed paid promotion.
A brand planning an engagement should expect to negotiate terms directly and define the arrangement with them before adding it to a campaign plan.
A Brazilian transport or third-party logistics operator with roughly 400–1,200 staff is growing faster than its processes.
Service levels are slipping, key indicators have no clear owner, and site managers spend their days firefighting.
The company wants an outside operator to run a 90-day governance and method reset, alongside a content-led demand programme aimed at operations directors in carriers, e-commerce and pharmaceutical distribution.
Reasons
The brief is the exact problem Eduardo Medeiros argues about in public. The scaling post says an operation that will not scale lacks method, not people, technology or investment: the operation grows and the process does not follow, the team grows and governance does not evolve, volume rises and the indicator disappears. That thesis maps directly onto a governance reset.
There is a track record to question and scope against. The career-summary post names the sectors (transport, e-commerce, pharmaceutical, distribution), the scale (5 branches, 300+ people, 2 million+ deliveries a year) and the metrics used to judge a turnaround (revenue growth, cost cuts, SLA). Ask Medeiros to walk through the baseline and method behind each figure in a scoping call.
The working style fits a content arm. The posts are short, single-idea pieces in Portuguese that state a position and end with a question asking readers to measure their own operation. That is a natural shape for co-created material: the brand provides a specific operational problem, and Medeiros supplies the method and field example.
The audience reading is directionally right: the posts address people running or working inside warehouse, transport and distribution operations. The operational vocabulary — SLA, OpsClock2.0, governance, indicator ownership — is practitioner language rather than general business advice.
Treat the content arm as a supporting tactic, not a reach bet. The only published audience figure is 4,983 LinkedIn followers observed on 11 October 2026; there are no per-post engagement counts or audience survey. Ask for reach and engagement on comparable operations and leadership posts before committing paid media budget.
Conditions
Confirm the current role and remit. A transition post closes one chapter at DHL Supply Chain and starts a new challenge at TECMAR Transporte & Logística | Log-In Logística Integrada, but gives no date for the announcement. Verify what Medeiros is responsible for now before assuming site-level scope or DHL access.
The turnaround numbers are self-reported in a promotional introduction post, not independently verified. Ask for the baseline and supporting evidence before using them as results.
Ask directly about partnership formats, rates and the best contact route; none are published.
Medeiros appears as a practitioner and programme participant, not a leadership-development vendor. Frame a coaching or training pitch as practitioner-led sessions, not a vendor product.
When to choose a specialist
Poor fit.
Read more
Brief
A consumer-facing brand — for example, a direct-to-consumer delivery app or an e-commerce marketplace targeting end shoppers — wants a high-reach LinkedIn push to drive app installs and first orders, bought on a fixed per-post fee and judged on impressions, clicks and installs.
Reasons
Ask for the available formats, terms and partnership contact before proceeding. The posts publish no sponsorship policy, rate card, format specification or partnership contact, and disclose no paid partnership.
There is no basis for reach-based pricing. The only measured audience number is a follower count; no engagement counts, demographics, geography or job-function data are published. Ask for those figures before considering a campaign whose economics depend on proven reach and install conversion.
The content is written for operations practitioners, not consumers: site visits, SLA recovery, indicator ownership and situational management. Selling app installs to shoppers would require a topic and register shift that nothing in the work demonstrates.
The recurring format is argument and teaching with a closing question, not product demonstration. A promotional call to action would clash with the way the posts are built.
Employment context complicates a commercial deal: Medeiros is a practising operations leader, and the transition post shows their operating base has changed. Confirm current employer permissions before proceeding.
What would change it
Ask for audience composition and engagement data for the relevant posts, plus the available formats and terms.
A brief built around an operations problem the brand's customers actually have, rather than consumer reach — for example, a logistics software vendor selling to operations directors. That would move the brief toward the good-fit column.
A worked campaign example
Angle
"A operação cresceu, o método não" — a 90-day governance agenda. The creator's own thesis becomes the campaign spine: growth exposes a method problem, and the fix is rebuilding the operating method before chaos rebuilds it for you.
Deliverables
A three-post Portuguese series on the creator's own account: (1) the diagnosis — volume rose, governance did not, and the indicator lost its owner; (2) a short checklist of what an indicator with an owner looks like, drawn from the creator's governance argument; (3) a close that asks readers to name their biggest operational bottleneck, matching the question-led format already used in the posts.
One 45–60 minute live session in which Medeiros walks a small group through a governance diagnostic, using a sector example from transport or distribution rather than a product demonstration.
A one-page diagnostic sheet for the buyer's managers to complete during and after the session, covering who owns each key indicator, what the escalation route is, and where process has fallen behind volume.
A written summary that carries the top three operational problems into a scoping call, handing the content naturally off to a paid engagement.
How to run it
Agree on one specific operational problem with the creator before drafting, so the series argues a case rather than summarising the brand.
Keep the posts in the established shape: short, one idea, in Portuguese, ending with a question readers can answer about their own operation.
Measure the session and diagnostic sheet, not impressions: attendance, completed sheets and follow-up calls booked.
Before committing budget, request recent reach and engagement data for comparable operations and leadership posts. Confirm the creator’s current role, capacity and employer permissions after the move to TECMAR and Log-In.
The alternative is a practitioner-led workshop without the content series: deliver the same governance material directly, trading reach for a smaller, more qualified room.
Hypothetical brief
A mid-size pharmaceutical distribution operator has doubled volume in two years. On-time delivery has dropped, each branch reports differently and the monthly number keeps missing. Goal: 40 qualified conversations with operations and supply-chain directors over one quarter.
Choose Schatzmann when the bottleneck is commercial rather than governance: the buyer needs more freight volume, stronger broker relationships or more drivers under management.
Read more
The posts describe building a broker portfolio at a freight company through daily, direct communication, using dispatch experience to place drivers where the best loads are, and bringing in brokers from earlier work.
Schatzmann reports roughly 241% more monthly loads and 158% more gross freight over three months, and separately describes supporting 11 drivers and reaching $200,000 in delivered loads.
For a campaign aimed at generating demand among carriers, brokers or drivers, or supporting a commercial growth programme in freight brokerage, the subject matter is closer to the buyer’s problem than site-level service recovery.
The posts focus on commercial growth and relationship development in freight brokerage, set against a US market and a language barrier, not Brazilian site operations.
They do not address indicator ownership, method redesign or service-level recovery, so this creator would not carry the governance agenda of a turnaround engagement.
The realistic fit is a commercial-growth campaign, not an operations reset.
Before committing to paid reach, ask for audience and engagement data.
Choose Amorim when the buyer is making a systems or process choice rather than a leadership decision.
Read more
The posts are structured explainers: what WMS, TMS and DMS each do, which operation each suits, and a cross-docking piece covering benefits, named company examples and the KPIs used to judge it — OTIF, logistics cost per order, returns rate and vehicle occupancy. For a campaign helping operations and supply-chain directors choose the right system, or explaining cross-docking and distribution flow to a practitioner audience, this format already works as a co-created explainer, with a clear sequence, criteria and checklist.
The content offers general systems education, not field experience from the creator’s own operations.
There is no first-person turnaround story, named employer problem or measurable result for a buyer to question in a scoping call, so it carries less weight for an operations-improvement engagement.
The two posts align with Medeiros’s diagnosis that no system fixes a broken process, but that agreement does not add tested operational depth.
Treat this as a content and education alternative, not a leadership choice.
Choose Oi only if the need itself changes subject.
Read more
The posts focus on research methods and tool evaluation: a comparison of OpenAI Deep Research and Gemini on the same prompt, in which Gemini produced an editable research plan, respected the date-scoped request and surfaced academic sources; and a post about presenting and building a UX research team. If the buyer’s problem is customer-insight method — how to run desk research with quality and speed, or evaluate AI research tools before adopting them — this is a different kind of practitioner worth considering, offering a concrete test-and-compare method rather than a methods opinion.
For a logistics leadership or operations need, this work is off-topic.
There is no freight, warehouse, distribution or site-management content to compare with a governance problem, so choosing this creator would mean rewriting the need rather than taking a different route to the same outcome.
Before assessing a partnership, ask for operating results, audience data and terms.
Eight short Portuguese-language posts on Eduardo Medeiros's LinkedIn cover operational governance and scaling, self-reported turnaround figures from earlier roles, situational management, site visits and team recognition, leadership development, and an announced move from DHL Supply Chain to TECMAR Transporte & Logística | Log-In Logística Integrada.
The posts do not include long-form articles, videos, interviews, books, or transcripts, and they carry no publication dates, so the order of the ideas and the role held after the transition are not established.
The reported turnaround numbers appear in Eduardo Medeiros's own introduction post rather than being independently verified, and the only audience measurement published is a LinkedIn follower count observed on 11 October 2026 — no per-post engagement, demographics, or geographic breakdown.
Brand relationships appear in the same posts, and comparisons with similar creators are based on short posts from those writers only.
Still unclear: current role and remit after the move, dated details for each relationship, and any published partnership format or terms.
