HLP Allies | Interview with Charly Eid Nader

Versatile. Visionary. Human.

When you meet Charly, you quickly understand why people admire his leadership and why they follow it. At least, it was like that for me. He’s the kind of executive who blends sharp analytical skills with an infectious sense of drive. But what truly sets him apart is his human touch.

Charly Eid Nadar is the Executive Vice President of International Business at Vantage Specialty Chemicals, with over two decades of global leadership experience across strategy, mergers and acquisitions, innovation, and business development. Before joining Vantage, he led the global surfactants business at CEPSA, where he delivered a historic EBITDA record and spearheaded the company’s 2030 strategy toward fossil-free, carbon-neutral solutions.

Charly has held senior roles at Dow, including Business Director for Coatings & Monomers in Latin America and Director of Business Development. His earlier career spans leadership in finance, operations, and sustainability across Mexico, Colombia, Brazil, and Spain.

Throughout his career, from Brazil to global roles at Dow and beyond, Charly has consistently inspired high-performing teams to do more than deliver results. As former colleagues and leaders recall, Charly didn’t just lead one of the key product lines, he built a culture. A team so strong, they were ready to "go to war with him." His secret? A mix of fun, pragmatism, and a deep understanding of what moves people.

You can easily tell that Charly is not just a leader. He’s a builder of businesses, cultures, and people. We’re proud to spotlight Charly as part of our HLP Allies series, celebrating leadership styles that make workplaces not only successful but also meaningful.

Charly Eid Nader

First of all, thank you for being with us at HLP. I'm grateful that you didn’t hesitate for a second when I invited you for this interview even with your full calendar.

Let’s start from the top: You’ve been described as someone who brings both “disruptive thinking” and “pragmatism for progress.” How do you balance innovation with execution in your leadership style?

I don’t see innovation and execution as opposites, they go hand in hand. Over the years, I’ve learned that good execution starts with a clear purpose. Then, it’s about building the right mindset in the team, helping them believe in what they’re doing, and making sure they have the tools and support to deliver. At the end of the day, execution is what really matters. Whether you’re starting a new business or working on a new idea, if you can’t execute, the rest doesn’t count.

Multiple leaders mention how your teams are always motivated and high-performing. What do you think is the secret to building that kind of team spirit?

For me, it starts with trust and a shared purpose. I take time to really understand each person, not just what they can do, but what drives them and what they care about. I try to create an environment where people feel safe to push themselves and even challenge me. I set high goals, but I also give people the freedom to find their own way to get there.

Recognition matters too, everyone is motivated differently, so I try to learn how each person wants to be appreciated. And lastly, I always try to bring some fun and team spirit into the mix. We work hard, but we also laugh a lot, and that kind of energy spreads.

You’ve worked across IT, Marketing, Commercial, and General Management in different geographies. What’s one key lesson you’ve learned about adapting your leadership style across cultures and functions? And if you were mentoring a future leader today, what advice would you give them about navigating their path with both impact and integrity?

One thing I’ve seen across all cultures is that people value real human connection. It’s important to take time to understand both the business culture and how people live and work day-to-day. I try to blend in quickly, whether it’s through food, local events, traditions, or just being curious and open.

For future leaders, I’d say: stay curious and stay true to yourself. Try to make a positive impact with every interaction. Real impact comes from trust, and trust is how you build real influence.

In high-pressure environments, especially when expectations are high, many leaders struggle with maintaining balance. What helps you stay grounded while delivering strong results?

I try to always keep the bigger picture in mind, why we’re doing this and what really matters. It helps me stay focused and not get lost in distractions. I stick to a personal routine that keeps me grounded: exercise, watching sports, and spending time with family and friends. But what really makes a difference is the people around me. I rely on those who are honest with me, who aren’t afraid to challenge my thinking or help me change course if needed. That’s what keeps me centered, especially under pressure.

What’s been the most pivotal turning point in your career so far and how did it shape who you are as a leader today?

No doubt, one of the biggest turning points in my career was when my leaders pushed me out of my comfort zone. Moving from IT into business development and relocating from Mexico to Brazil, was a huge shift. Leading a team while learning and living inside Brazilian culture really shaped the kind of leader I am today. I learned how powerful it is to truly connect with people, to enjoy life, and to “acreditar”, believe that good things will come when you work hard and lead with purpose.

That's something that resonates a lot with me.

What does “legacy” mean to you in a professional sense and what kind of impact do you hope to leave behind?

For me, legacy isn’t about titles or numbers, it’s about how people feel when they look back on working with you. Did you help them grow? Did you make them believe in more, for themselves and for the business? I hope my legacy is about building teams and cultures where both performance and people matter.

My family came to Mexico from Lebanon during the civil war, and they were able to succeed thanks to the support they received. That experience has always stayed with me. It drives my purpose: to help others grow, both personally and professionally, and to leave behind something meaningful through the people I support.

And finally, what is your personal North Star when it comes to leadership? What keeps you going, even when things get hard?

My North Star is the impact I have on people. I lead because I want to make a real difference, for my team, for customers, and for the people I care about. When things get tough, I go back to the purpose behind it all: “Why does this matter?” That always brings me back on track. I also remind myself that tough moments don’t last, but how we show up during those times is what really defines us. For me, leadership isn’t just about hitting goals, it’s about resilience, taking responsibility, and lifting others along the way.

Thank you, Charly, for sharing your journey and wisdom with openness and authenticity. Your reflections remind us that true leadership means deeply understanding people, creating genuine connections, and nurturing environments where everyone can thrive. As we wrap up, I am inspired by your perspective on legacy: leadership is measured not by titles or numbers but by the lasting impact we have on others. It is clear why people follow your lead. You deliver results, but you do so by genuinely caring about each person on your team.

At Her Leadership Playbook, we believe leadership can and should make workplaces more human, inclusive, and meaningful. Leaders like Charly show us exactly how this is possible, through thoughtful, purposeful, and compassionate leadership that brings out the best in everyone.

To connect with Charly and follow his inspiring leadership journey, visit his LinkedIn profile here: linkedin.com/in/charlyeid