Nubank

Suzana Kubric

Suzana Kubric serves as Chief Human Resources Officer at Nubank, where she leads people strategy across one of Latin America's largest digital financial institutions. Her career spans consumer goods, healthcare, market intelligence and financial services, with leadership roles across Latin America, Europe and the Americas. Her work reflects a consistent focus on culture, talent development and organizational effectiveness.

Keeping Growth From Diluting Culture

Organizational growth brings about an unexpected outcome. The system set up to enable organizational growth tends to move employees further away from the culture that enabled their growth.

The role of Kubric is right at the center of this dilemma. The employees of Nubank have grown across several markets, making it necessary to come up with scalable human resource practices that do not end up being too rigid. Human resource managers in growing firms are always caught between a rock and a hard place.

Her public discussions around culture have emphasized the relationship between talent, behavior and simplicity. The challenge is not creating more programs. It is determining which practices genuinely help employees perform effectively while avoiding unnecessary complexity. That perspective becomes particularly relevant inside a company whose pace of growth requires constant adaptation.

Making Talent Decisions Across Borders

People's strategies become even more complex when dealing with different countries. Different labor markets exist. There are different employee expectations. Cultural assumptions which are applicable in one region might not be applicable in another.

Over her career, Kubric has worked in different leadership positions covering Latin America, Europe and North America. Before she joined Nubank, she worked in different HR roles covering healthcare, media measurement and consumer products industry. This gives her a wide perspective about managing people from different industries and regions.

In her current job, she needs to manage the local circumstances while ensuring consistent organizational experience. The employees expect consistency despite their locations but in some cases, human resource strategies have to consider local circumstances. This needs good judgment and not strict standards. The need for good judgment is evident in recruitment, leadership development and workforce planning processes.

Keeping Inclusion Connected to Business Decisions

However, diversity programs are always discussed in isolation. Often, human resources managers have to address a more pragmatic question. What is needed for inclusion activities to be integrated into daily decisions and not stay apart from business operations?

Kubric's professional experience is characterized by holding leadership positions related to diversity and inclusion initiatives in regional and multinational companies. This implies that she has a perspective on the topic as part of workforce efficiency.

It impacts the way companies recruit people and build up leaders and teams which can drive their expansion. It means the need to understand the ways in which people see the company in their whole career lifecycle and not just the recruiting process.

In large corporations, human resources leadership gets much more important because many decisions about talent management, culture, and leadership development can impact the lives of thousands of people in various markets.

The work of Kubric shows the practical side of people's leadership. While expansion provides opportunities, it also puts pressure on culture, communication, and the employee experience.