With over a decade of experience in Supply Chain, Quality, and Offshore Project Management, Jonathas Cerqueira Ramos is a recognized figure in Brazil’s oil and gas industry. Throughout his career, he has worked on major national and international ventures, including Petrobras’ P-82 platform, the Submarine Development Program (PROSUB), and projects in Africa. In this exclusive interview conducted by Mr. Rodrygo Tozzo M., Jonathas shares his journey, lessons learned, and what he believes is crucial for professionals starting out today.
- Jonathas, your career is marked by major projects in Brazil and abroad. How would you define your professional path so far?
Jonathas Cerqueira Ramos:
I would say my journey has been a continuous process of learning and adaptation. I started out wanting to learn as much as I could and never imagined I’d have the chance to work on such large-scale projects like P-82 or PROSUB. But if there’s one thing I’ve learned over time, it’s that success doesn’t come from a single shining moment. It comes from the ability to consistently face challenges, learn from mistakes, and stay alert to project needs.
Looking back, I can see how each challenge was essential for my development. From the beginning of my career in major oil and gas companies to my international experience in Ghana and with PROSUB, all these projects helped shape my understanding of the importance of combining technical knowledge with strong communication and negotiation skills.
- Speaking of Petrobras’ P-82 platform, you played a key role in restructuring the inspection control spreadsheet. What was that experience like, and what impact did it have on the project’s efficiency?
Jonathas Cerqueira Ramos:
When I joined the P-82 project, I noticed that inspection control was one of the critical points needing improvement. The system worked, but it lacked the agility and traceability that a project of that size demanded. Petrobras needed clearer activity tracking and more precision to make quick decisions, and that’s what I set out to improve.
I restructured the inspection control spreadsheet to make it more transparent and enable real-time tracking. This made it easier to spot when something was off and take action before it became a bigger issue. It not only helped Petrobras reduce risks, but also optimized decision-making. What was most rewarding was seeing how this change was embraced within the company and eventually replicated in other projects.
I never imagined it would have such a big impact. Seeing the system adopted by other Petrobras teams made me really proud. At the end of the day, what matters most is leaving a legacy that truly contributes to the success of future projects.
- In PROSUB, you served as a strategic link between Brazil and France. What was it like to facilitate technology transfer between the two countries, and what challenges arose during that process?
Jonathas Cerqueira Ramos:
PROSUB was a complex yet unique project. There was a major responsibility in integrating two very different work cultures: the French and the Brazilian. The Naval Group, with whom I worked closely, had a particular operating style, along with logistical constraints that had to be understood and respected for the project to move forward smoothly.
The biggest challenge, in my view, was meeting deadlines without compromising quality. There were many negotiations to align expectations on both the French and Brazilian sides. My role was to understand each side’s limitations and find solutions that allowed the work to move forward without major setbacks. Communication was essential — it was important to clarify expectations, align priorities, and ensure everyone was aware of the potential challenges.
A project like this requires not only technical knowledge, but also a great deal of patience and negotiation skills. I learned that it’s not just about knowing what’s technically right, but about aligning different interests and working within diverse realities.
- In Ghana, you led a local team to improve the supply chain. What results did you observe, and what did this experience teach you about working in emerging markets?
Jonathas Cerqueira Ramos:
The experience in Ghana was without a doubt one of the most challenging, but also one of the most rewarding. I led a team of locals, and together we worked on improving the local supply chain. The hardest part was adapting global logistics solutions to the local reality, with its infrastructure and process limitations.
My priority was always practical training, because I believe empowering people is the key to changing any situation. I taught the team best practices in storage, inventory control, and logistics optimization. I witnessed firsthand how small changes — like implementing a more organized inventory control system — had a significant impact on daily operations.
The most important lesson I took from this experience was the value of understanding the local context and working within its constraints. In emerging markets, you can’t simply apply solutions from elsewhere without adaptation. The key is to invest in developing people and empowering the local team — that’s what creates lasting impact.
- In your opinion, what are the biggest challenges and opportunities the oil and gas sector faces, especially in a global context?
Jonathas Cerqueira Ramos:
The oil and gas sector is in a phase of transformation, and yet it remains crucial to the global economy. I believe the biggest opportunity lies in adopting new technologies like artificial intelligence, automation, and real-time monitoring systems that can increase efficiency and reduce costs. But the big challenge is how to balance this transformation with sustainability demands and the push to transition to renewable energy sources.
In countries like Brazil, for example, the offshore sector has great potential but must contend with the complexities of deepwater operations. Globally, the major challenges involve regulation and shifting markets, with the increasing move toward cleaner energy. The sector will need to adapt to these changes without losing competitiveness or the ability to deliver results.
- What advice would you give to the new generation of professionals entering the oil and gas market today?
Jonathas Cerqueira Ramos:
My advice is simple: always be eager to learn, challenge yourself constantly, and never be afraid to make mistakes. The oil and gas industry is demanding, but it also offers many opportunities. If you want to stand out, you need more than just technical knowledge — you need to think strategically, communicate well, and be open to learning from others. That’s what makes the difference in large, complex projects.
Also, I would say: develop a global perspective, because what works in one place might not work in another. Learn to work with different cultures, understand other realities, and be flexible in adapting processes. These are the skills that will truly set you apart over the course of your career.
- Finally, what do you consider your greatest legacy, and what do you hope for the future of the industry?
Jonathas Cerqueira Ramos:
I hope my legacy is, first and foremost, about contributing to process improvement and transformation. Whether in restructuring inspection control on P-82 or in my work in Ghana, my mission has always been to create solutions that make a real difference. The greatest legacy I can leave is helping to build a more efficient, transparent industry that positively impacts the people around it.
Looking to the future, I see the oil and gas sector becoming increasingly integrated with new technologies, more sustainable, and above all, more agile in adapting to global changes. The industry is headed for a significant reinvention — and those who can adapt will be the ones who succeed.
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