From Belo Monte to the United Arab Emirates, Octávio Viggiano leads a new era of sustainability and global human impact.
An Engineer Driven by Purpose
Some people follow predictable careers — and then there are those who challenge existing models to create new paths. Octávio Viggiano belongs to the latter. Trained as an engineer, he combined technical expertise, purpose, and faith to lead a real transformation in the way the world understands and uses energy.
“I learned early on that engineering is a language that links cause and effect: a correct calculation doesn’t end on paper; it becomes a light switched on in a health centre, water pumped to a small farm, dignity restored to entire families. In the field, I realised how technical decisions — the thickness of a cable, the layout of a substation, the redundancy of a system — turn into social decisions. Every megawatt enabled has a face, a name, and an address. That’s how my notion of performance evolved: metrics are not just construction KPIs, but indicators of human impact. Over time, this perspective also became my filter for leadership: the best solution is the one that remains simple to operate, safe for those executing it, and useful for those who need it. That remains my guiding principle to this day: energy is not an end in itself — it’s a means for life to happen.”
This extraordinary vision makes Octávio Viggiano, CEO of BEAM Infrastructure, one of The Most Influential Environmental Leaders Transforming the Planet in 2025, according to CIO Views Magazine. This feature introduces international readers to the story and ideas that place him among the protagonists of the Hydrogen Revolution — a journey that unites science, sustainability, and humanity.
The Turning Point in Belo Monte
His path gained scale when, still young, he took part in the Belo Monte Hydroelectric Plant project, the largest 100% Brazilian construction in history. There, Octávio was directly involved in the technical, environmental, economic, and governance analyses that supported the enterprise. Yet, it was the human side of the project that left the deepest mark.
Altamira, the city where the plant was built, faced dire conditions, with much of its population living in stilt houses and lacking basic sanitation. As part of the social and environmental compensations, five entire neighbourhoods were built, each with full infrastructure andsanitation. “Belo Monte taught me that energy isn’t just technical — it’s social, environmental, and human. Energy is life,” he says.
During the years he followed the project, Octávio realised that the true power of engineering lies in transforming territories and communities. “Seeing schools, hospitals, and neighbourhoods rise from nothing because of an energy project completely changes your understanding of what progress means,” he explains. That experience planted the seed of what would become his worldview: an engineering approach grounded in purpose, combining technology, sustainability, and lasting human impact.
“Belo Monte was my school of realism and responsibility. River logistics, tight schedules, consortium coordination — everything required method, composure, and courage. I learned that ‘scale’ is not a synonym for coldness; it is the ability to manage hundreds of variables without losing sight of those living beyond the fence. I also learned a lesson about legacy: a project may end, but the systems it creates — roads, networks, local training — endure. The realisation was that I could take this learning beyond hydroelectricity, helping to build a new generation of projects combining technology, structured finance, and public purpose. Belo Monte taught me to believe that rigorous planning and open dialogue with society are not obstacles — they are the very conditions for a project to withstand time.”
Mentors and Principles That Shape a Leader
Behind every great transformation, there are great mentors. “I had mentors who gave me what no manual could teach. From a construction director, I inherited the discipline of ending each day with three questions: What progressed? What stalled? What needs me tomorrow morning? From a scientist I collaborated with, I learned to embrace uncertainty as the raw material of innovation: when data isn’t perfect, we need clear hypotheses, quick tests, and the humility to adjust course. From an experienced entrepreneur, I learned the governance of ‘no’: saying ‘yes’ to everything is the fastest road to failure; careful selection is an act of respect for investors and beneficiaries alike. And from spirituality, I drew the idea that leadership is service: authority isn’t imposed — it’s earned through example and care for people.”
In Octávio’s journey, figures such as Flávio Döhler and Antônio Ribeiro left deep marks. Flávio, then Director at Amazônia Energia and one of the leaders behind Belo Monte, recognised in Octávio the same restless spark that once drove him. “He heard my story and said: ‘this young man will work with me.’ That’s how it all began,” Octávio recalls. These partnerships taught him that leadership is built on principles — integrity, vision, and social responsibility. This solid foundation continues to sustain every decision and every new frontier that BEAM sets out to cross.
A Leap of Faith and the Creation of BEAM Infrastructure
After nearly a decade at Aliança Energia, holding a stable and promising position, Octávio felt it was time for a greater step. During his master’s degree, he began developing an artificial intelligence system to map the future of Brazil’s electricity sector. What started as an academic project evolved into something much larger — a platform capable of analysing different energy matrices and proposing sustainable scenarios based on real data.
The turning point came in December 2023, when his business partner and friend, Luciano de Sales, invited him to present his AI at COP28 in Dubai. The invitation came on a Thursday — the flight would have to be on Sunday. “I had no holidays and had to decide within hours whether to go or not. It was a decision that changed everything,” he recalls.
Octávio accepted the challenge, boarded the plane, and never looked back. “I embraced the consequences and moved forward. That was the moment I realised I was ready for new horizons.” He is keen to acknowledge Luciano’s role in that defining chapter: “Luciano believed and insisted that I come. I am deeply grateful to him for that.”
That technology revealed something that would redefine his path: the world still clings to outdated models of generation and consumption, dominated by corporations with capital — but not always with vision. “Major energy companies have all the resources in the world, but they often lack the courage to imagine a different future. The AI I developed showed me that the way forward was to redesign the system — with innovation, decentralisation, and environmental balance.”
From this insight, BEAM Infrastructure was born — a company created to bring that vision to life: building sustainable, integrated projects where energy, water, and agriculture coexist in harmony.
“I believe God — or Allah, as we say here in the Emirates — guided me to this. That faith sustains my conviction that every true transformation begins with something greater than ourselves.”
“Founding BEAM was a calculated leap of faith. I knew the energy transition wouldn’t be won in silos. We needed a home capable of integrating sanitation and water reuse with hydrogen production and storage; combining regenerative agriculture and biochar with cleanenergy; and speaking fluently with banks, governments, and communities alike. BEAM was born to be an orchestrator: to create a solid pipeline, structure long-term financing, connect applied research with construction sites, and turn projects into platforms for regional development. Looking back, I see that the greatest risk would have been staying comfortable. Faith, in this sense, means acting before all guarantees are in place — guided by principles and by a team that believes in the same future.”
A Global Vision
Today, Octávio leads BEAM Infrastructure across multiple continents — from South America to the Middle East and Europe — focusing on natural, green, blue, turquoise, and underground hydrogen. He understands, better than most, the strengths and limitations of each technology, and possesses the rare talent of selecting the most efficient and sustainable solution for each project.
“Our global vision isn’t about having pins on a map; it’s about real complementarities. Brazil contributes natural resources, engineering, and a culture of achieving more with less. The UAE offers decision-making speed, logistical infrastructure, and technological ambition, connecting us to markets across Asia, Africa, and Europe. Germany adds scientific rigour and process industrialisation. Between these points, knowledge, capital, and people circulate. It’s within this network that hydrogen projects — natural, green, and underground — move from pilot scale to full industry. ‘Global’, for us, means standardising what is essential (governance, safety, quality) and customising what is local (licensing, workforce, climate, culture). Thus, each project is born international in structure, yet profoundly local in execution.”
One of the most emblematic examples is the Hydrogen Valley, a project developed by BEAM in both Brazil and the UAE. The initiative integrates energy, sanitation, and agriculture into a circular economy model, where every resource is reused to generate new benefits. The water used in hydrogen production, for example, is obtained through a patented biological system that transforms sewage into Type 2 water in just six hours.
Another pioneering advancement is the development of nano-encapsulated ammonia, with the potential to revolutionise the fertiliser market by reducing costs and environmental impact. These innovations make hydrogen not just an energy vector, but also a tool for food security and environmental sovereignty.
“When we grasp the true power of hydrogen, we realise it’s more than a fuel — it’s a new language for civilisation. It’s the meeting point between energy, nature, and humanity.”
Why He Was Chosen
Octávio Viggiano’s selection as one of the Most Influential Environmental Leaders of 2025 is a direct result of this rare blend of technical vision, entrepreneurial courage, and human purpose.
The CIO Views editorial committee highlighted his leadership in hydrogen and sustainability projects, his ability to unite innovation with responsibility, and his commitment to using engineering as a tool for social and environmental transformation.
More than a title, this recognition symbolises a new generation of leaders who don’t just talk about the future — they build it.
“I believe I was chosen because I never treated the energy transition as a race of slogans. What drives us is delivery: deadlines met safely, balanced contracts, replicable standards, and results that people can feel. Also, because I’ve learned to translate languages — to speak with engineers about efficiency and reliability; with bankers about risk, guarantees, and returns; with governments about impact and continuity; and with society about what truly changes people’s lives. Leadership, to me, is keeping the whole team focused on the same mountain — and remembering why we’re climbing. It’s not enough to talk about the future — you must build it, step by step.”
A Legacy of Faith, Science, and Humanity
For Octávio, sustainability is not a trend — it is the central axis of development in this century. He believes true progress lies in balancing reason and faith, technology and purpose.
“The energy that powers the world must once again serve the people. Our challenge is not just to generate electricity, but to generate hope. That is what I wish to leave as my legacy.”
Amid formulas, power plants, and data, Octávio Viggiano continues writing a story where engineering becomes a bridge between Earth and the future — a story in which energy, at last, becomes life.
“When I speak of ‘faith’, I don’t ask everyone to believe as I do — I ask everyone to care. It’s faith in human dignity that makes us reject solutions that sacrifice the most vulnerable. ‘Science’ is the commitment to make that faith verifiable: we measure, publish, audit, and correct. ‘Humanity’ is the reason behind it all: children playing in clean streets, farmersthriving with reused water, health centres powered by reliable energy. If a project doesn’t improve that, it’s just statistics.
The legacy I seek is simple to say, but hard to achieve: to leave systems that keep working when we are no longer there — with trained local teams, fair tariffs, and shared benefits. If, in the end, someone says that energy has once again begun to serve people, then it will all have been worth it.”
Executive Profile — Luciano De Sales
Began his career in the United States, rising to Managing Director and leading 130+ professionals across three states, driving high-performance operations and sustainable growth.
Served as Senior Executive at CareerBuilder Brazil, managing multi-million-dollar contracts with global leaders such as IBM, SAP, Capgemini, and Wipro.
Co-founder and key strategist of BEAM Infrastructure, serving as CFO, CBO, and CSO, leading the company’s financial architecture, corporate strategy, and global expansion.
Member of the International Society of Business Leaders (ISOBL) since 2017, with a proven record in international fundraising and investment modeling.
Lead architect of the BEAM – AI and Hydrogen Valley Project, presented to Middle Eastern government leaders during COP28, securing BEAM’s strategic positioning in the Gulf region.
Spearheads BEAM’s expansion across the UAE and Latin America, forging strategic alliances and attracting global capital.
Founder of Invest Brothers and Illumina S.A., strengthening his expertise in global investments and executive networking.
Embodies visionary leadership, strategic excellence, and an innovation-driven mindset — defining BEAM Infrastructure as a global force in sustainability and the energy of the future.
