Think globally, act locally
João Pucetti began his career as a technician in Mechatronics, later studying mechanical engineering and earning both a master’s in marketing and international business and an MBA in business management. Since joining Deublin in 2012, he has held various leadership roles – starting as Managing Director in Brazil and later advancing to senior positions in sales and marketing at the company’s headquarters in Waukegan, USA. He played a key role in the 2019 acquisition by HOERBIGER. Since January 2025, João Pucetti has served as CEO of Deublin and Head of HOERBIGER’s Rotary Business Unit.
Achieving common goals with entrepreneurial freedom
João, you’ve been with Deublin for over 13 years in various roles. From your perspective, how has the company evolved during that time?
João Pucetti — Deublin has seen a remarkable transformation. We’ve gone from being an independent market leader to becoming a key part of the HOERBIGER Group. What’s remained constant is our foundation: technical excellence, strong customer relationships, and a spirit of innovation that continues to drive us forward. What has changed is our perspective – we now think more globally, are more connected across regions, and can leverage synergies more effectively across operations, digitalization, and strategy. The 2019 integration into HOERBIGER marked a turning point, providing us with longterm stability, a culturally aligned business environment, and a strong commitment to future investment. We’re still the Deublin our customers know and trust – only now, we’re backed by a global partner with shared ambitions for growth.
What are your priorities in your new role as Head of Rotary Business Unit?
JP — Our primary focus is to strengthen our global market leadership while reinforcing local implementation. That means greater agility, closer proximity to customers, and targeted innovation in every region. We’re placing particular emphasis on expanding our presence in the semiconductor industry and the mid-market segment, especially following our acquisition of Minor Jupiter. We’re also actively pursuing new market share in the slip ring and paper industries. Our recent acquisitions – Diamond-Roltran and Gardner Systems – open exciting new opportunities, which we’re now exploring in a focused and strategic way.
With so many opportunities, where do you see the biggest challenges?
JP — One significant challenge is demographic change – we need to ensure that valuable knowledge is passed on to the next generation. Geopolitical tensions and trade barriers also pose complexities. However, our international footprint with six production sites gives us a strong advantage: We’re flexible and closer to key markets than most competitors.
As you mentioned, last year Deublin acquired Jupiter, a rotary union manufacturer based in São Paulo. How does this acquisition align with your strategy?
JP — Jupiter is an excellent fit for us – technically and culturally. The company shares our core values: customer focus, technical excellence, and an entrepreneurial mindset. Their collaborative, solution-oriented working style aligns well with our own, with a strong focus on delivering value to customers. Over the years, we’ve built a close, trusting relationship based on mutual respect, making last year’s merger a logical and mutually beneficial step. Jupiter complements our portfolio perfectly and strengthens our position in key industries, particularly in the paper sector.
How has the integration progressed so far?
JP — It has gone extremely well – thanks to the outstanding leadership team in Brazil and the spirit of collaboration on all sides. Everyone is working toward a common goal. Jupiter is a cornerstone of our mid-market strategy, bringing deep expertise and entrepreneurial energy that make it a great fit within the HOERBIGER family.
HOERBIGER emphasizes entrepreneurial responsibility at the local level. How do you experience the balance between local autonomy and group-wide strategy?
JP — I believe this balance is one of our greatest strengths. Local teams are empowered to make fast, independent decisions close to the customer. At the same time, we operate within a clearly defined strategic framework – aligned globally in terms of investment, innovation, and overarching business priorities. This works because it’s built on trust, open communication, and clearly defined roles. Personally, I value this dynamic immensely – it allows us to remain flexible and responsive while staying aligned on our long-term direction.
What does leading the Rotary Business Unit mean to you personally?
JP — It’s both an honor and a personal mission. I’ve grown alongside this business, and over the years I’ve developed a deep appreciation for its people, history, and potential. I’ve made it a point to visit every Deublin location and speak directly with as many colleagues as possible. It’s been both educational and deeply rewarding. For me, leading the Rotary Business Unit goes far beyond financial results – it’s about nurturing a culture grounded in customer focus, innovation, people development, continuous improvement, and profitable growth.
What are you most looking forward to in the months ahead?
JP — I’m especially excited about advancing key initiatives such as digitalization, the integration of our recent acquisitions, and the launch of new product lines. But what I’m looking forward to most is working closely with our teams and customers: listening, learning, and shaping the future together. That, to me, is our greatest strength.
“O ur local teams have the freedom to make decisions independently – close to the customer, quickly, and with precision. At the same time, a clear strategic framework unites us globally.”