Alessandra Dabul

Why organisations work with Alessandra Dabul

• A board chair and M&A lawyer who has spent three decades inside cross-border deals, so her ESG perspective lands as governance and diligence content, not as advocacy.
• President of the Board at Gavea Angels and board member at AmCham Brasil, giving her a working line of sight into how investors and corporates in Latin America are actually pricing ESG into capital decisions.
• Brings the rare combination of IBGC corporate governance certification with executive education in Sustainable Capitalism at UC Berkeley Law and Sustainable Business Strategy at Harvard Business School, applied to live private and public company boards.
• Speaks fluently in English and French to international audiences, with deep specificity on the Brazil and broader Latin American context that most global ESG speakers cover only thinly.
• Founding partner of two Brazilian firms focused on M&A and family business governance, which gives her credibility on succession, owner transitions, and the ESG questions that surface during ownership change.

Biography highlights

• Founding partner of Pereira, Dabul Advogados and of RCA Governanca e Sucessoes, both Brazil-based firms.
• President of the Board at Gavea Angels, one of Brazil’s longest-standing angel investor networks.
• Board member at AmCham Brasil and member of Women Corporate Directors Brazil Chapter.
• Former director at Deloitte and senior manager at KPMG, with prior leadership at EY in southern Brazil.
• Masters and PhD in Economic Law and Social and Environmental Law; IBGC corporate governance certification.
• Executive education in Sustainable Capitalism and ESG at UC Berkeley Law, and in Sustainable Business Strategy at Harvard Business School.

Biography

Most boards in emerging markets are still treating ESG as a reporting exercise. The directors who have lived through cross-border M&A know the cost of that posture. Diligence opens up environmental liabilities, governance gaps, and labour exposures that were invisible in the management deck, and the deal repricing happens in the room.

Alessandra Dabul has spent close to thirty years inside that room. She built her career advising European, North American, and Canadian corporates entering Brazil through acquisition, first as a director at Deloitte and senior manager at KPMG, with earlier leadership at EY, and now as founding partner of Pereira, Dabul Advogados and of RCA Governanca e Sucessoes. The second firm reflects the part of her practice focused on family business succession, where ownership transitions surface governance and ESG questions that cannot be deferred.

Her board work runs in parallel. She is President of the Board at Gavea Angels, one of Brazil’s longest-standing angel investor networks, and a board member at AmCham Brasil. She holds IBGC corporate governance certification and has completed executive education in Sustainable Capitalism at UC Berkeley Law and Sustainable Business Strategy at Harvard Business School. The combination matters because the substance of ESG governance, as she frames it, is whether the board can defend a capital allocation, a deal, or a succession decision when it is questioned by an acquirer, a regulator, or a limited partner.

That is the conversation she brings into the room: ESG as a discipline of decision, tested against the realities of M&A, board accountability, and investor capital in a Latin American market that does not yet have the regulatory scaffolding of Europe, but increasingly has the scrutiny.

Key speaking topics

• ESG governance for boards and investment committees
• Sustainable business strategy in emerging markets
• Corporate governance and board effectiveness
• Cross-border M&A and post-acquisition integration in Latin America
• Family business succession and ownership transitions
• Angel investment and early-stage capital in Brazil

Ideal for

• Boards and audit committees of multinationals with Brazilian or Latin American operations
• Chief sustainability officers and general counsel managing ESG diligence and reporting
• Private equity, venture capital, and angel investor networks pricing ESG into deal flow
• Family business owners and family office leadership facing succession or governance reform

Audience outcomes

• A clearer view of the specific ESG questions that surface in cross-border M&A diligence, and how to answer them at board level.
• A working framework for distinguishing ESG narrative from ESG governance, with examples from Brazilian and Latin American board practice.
• Practical reference points on how angel investor networks and corporate boards are integrating ESG into capital decisions today.
• A grounded perspective on family business succession, including where ownership transitions create governance risk.