Archive for ‘Job Market’


For Hedge Fund Investors, Brazil Is the Country of Now

BY AZAM AHMED, The New York Times

Cars at the port in Rio de Janeiro. Last year, Brazil's economy grew 7.5 percent, attracting the interest of hedge funds.
Antonio Scorza/Agence France-Presse — Getty ImagesCars at the port in Rio de Janeiro. Last year, Brazil’s economy grew 7.5 percent, attracting the interest of hedge funds.

Ten years ago, Goldman Sachs proclaimed that Brazil was among the new economic powerhouses. Now it is the next frontier for hedge funds.

Looking to capitalize on the fast-growing region, global hedge fund managers have started to descend on Brazil. The industry’s biggest players are wooing top talent, opening new offices and buying local firms — all part of a broader effort to expand their investment reach.

“Latin America suffered because it was always believed that ‘Brazil is the man of the future and always will be,’” said Marko Dimitrijevic, founder of Everest Capital, a Florida-based emerging market hedge fund that oversees $2 billion. “But it looks like the future is now.”

Late last year, JPMorgan Chase’s Highbridge Capital purchased a majority stake in Gávea Investimentos, a top Brazilian hedge fund. Brevan Howard, one of Europe’s largest hedge funds, recently set up shop in São Paulo. This week, the first Hedge Fund Brazil Forum, an industry conference held at the Copacabana Palace Hotel in Rio de Janeiro, drew hundreds of attendees, including representatives from premier shops like Paulson & Company and SAC Capital Advisors.

In all, hedge fund assets devoted to the region rose 75 percent, to $21.4 billion, in 2010, according to data from Hedge Fund Research.

The strategy follows a well-worn playbook for hedge funds. Just as firms moved into Hong Kong to gain entry to the lucrative Chinese market a decade back, they are using Brazil as a beachhead for the rest of Latin America. The Hedge Fund Association planted an official industry flag on Wednesday, establishing a regional chapter with a local outpost in Brazil.

The appeal is obvious. While many developed countries have sputtered amid weak economic growth, Brazil has continued to thrive, given its rich reserve of natural resources and growing middle class. Last year, the country’s gross domestic product increased 7.5 percent — helping catapult Brazil ahead of Britain and France to become the fifth-largest economy in the world.

“In the past five years, about 34 million Brazilians entered the middle class,” said Oscar Decotelli, a partner at Vision Brazil Investments, a $2 billion alternative investment firm based in São Paulo. “This for a population of 200 million is significant. Brazil is not just a commodity story, but a very strong domestic story.”

Brazil may also benefit from a shifting emphasis in developing countries. Money has poured into China and the rest of region in recent years, prompting fears that the region is a bubble ready to burst. Asia, excluding Japan, accounts for half of hedge fund assets dedicated to emerging markets. By comparison, Latin America represents roughly 11 percent.

“People were a lot more bullish on Asian markets over the last two to three years because everything seemed to be going one way,” said Anurag Bhardwaj, head of strategic consulting at Barclays Capital, which is set to publish a survey on investor sentiment in April. “Investors are looking to other markets less correlated but with good fundamentals, and Brazil definitely falls into that category.”

Even so, the region faces headwinds. While Latin America has been relatively strong coming out of the global economic crisis, analysts are becoming increasingly concerned about inflation. The investment bank Goldman Sachs recently cut its growth forecasts for Brazil for 2011 and 2012.

Investors, too, are worried that the flood of new money piling into the market could eventually lead to diminished returns. Over the last five years, the MSCI Latin America index has gained an annualized 13 percent — the best performance of any emerging market region.

“What is the famous saying? If the taxi driver is talking about an investment, you know it’s time to sell,” said Mr. Decotelli of Vision Brazil.

But Mr. Decotelli says he thinks Brazil and the rest of the Latin America are still at the beginning of a growth story. The addition of large institutional players should help the market evolve, rather than hold it back.

“We’re still an industry very much dominated by local investors,” he said. “It is very important we are open to the international community. We will have better liquidity and diversification of strategies.”

As they explore this new territory, hedge funds are looking to well-connected executives with strong local ties. As in Asia, firms are tapping prominent names to lead their efforts, giving them much-needed political and business contacts in the country.

When Highbridge purchased a majority stake in Gávea last year for $6 billion, the deal came with the firm’s marquee founder, Arminio Fraga, the former president of the central bank of Brazil. Brevan Howard tapped Mario Mesquita, former deputy of the country’s central bank, to run its new research operations in Brazil.

A local presence serves two purposes. First, it allows for quick, on-the-ground research. That’s especially important as companies look increasingly beyond their borders for growth. In the first quarter of the year, deals aimed at Brazil amounted to $13.2 billion, a 370 percent increase over the comparable period in 2010, according to Thomson Reuters.

Second, hedge funds can better woo potential investors in the region, a newfound source of wealth. Last spring, Morgan Stanley opened a hedge fund office in São Paulo to service Latin American clients.

“Some people built too much too fast in Hong Kong, so as a general matter they are going to approach Brazil with more of a ‘Hey, let’s try this out’ rather than ‘Let’s put 16 people on the ground right away,’ ” said Daniel Hunter, a partner at the law firm Schulte Roth & Zabel. “All I can tell you is that there is definitely a desire in parts of the hedge fund space to find out what’s going on in Brazil and find out how to tap into it.”



Brazil: Platform for growth

By Joe Leahy/Financial Times


On the Cidade de Angra dos Reis oil platform, surrounded by the deep blue South Atlantic, a Petrobras engineer turns on a tap and watches black liquid flow into a beaker.

It looks and smells like ordinary crude oil. But for Brazil, this represents something much more spectacular. Pumped by the national oil company from “pre-salt” deposits – so-called because they lie beneath 2,000m of salt – 300km off the coast of Rio de Janeiro, it is some of the first commercial oil to flow from the country’s giant new deepwater discoveries.

Already estimated to contain 50bn barrels, and with much of the area still to be fully explored, the fields contain the world’s largest known offshore oil deposits. In one step, Brazil could jump up the world rankings of national oil reserves and production, from 15th to fifth. So great are the discoveries, and the investment required to exploit them, that they have the potential to transform the country – for good or for ill.

“This could be the largest private sector investment programme in the history of mankind – more than actually putting a man on the moon,” says Pedro Cordeiro of the Bain & Company consultancy in São Paulo. He estimates the total investment could be roughly equivalent to the annual gross domestic product of Australia. “Not counting new concessions, you will have $1,000bn of investment over the next 10 years. It’s huge.”

Deepwater oil production is hazardous, as the leak last year at BP’s Macondo well in the Mexican Gulf showed. But if all goes to plan, the discoveries will provide Brazil with a full tank of petrol at a time when its exports of iron ore, soyabeans and other commodities are already driving a boom. Latin America’s biggest economy grew 7.5 per cent last year and is expected to grow by nearly 5 per cent in 2011. Longer term, expected increases in the oil price driven by the nuclear crisis in Japan and political unrest in the Middle East will only help to make drilling deepwater oil more profitable.

Having seen out booms and busts before, Brazilians are hoping that this time “the country of the future” will at last realise its full economic potential. The hope is that the discoveries will provide a nation already rich in renewable energy with an embarrassment of resources with which to pursue the goal of becoming a US of the south.

The country’s scientists and industrialists see in the deposits the seeds of an oil-driven technological renaissance, which would speed Brazil’s race towards developed nation status. Economists, however, see a threat as well as a promise.

The danger for Brazil, if it fails to manage this windfall wisely, is of falling victim to “Dutch disease”. The economic malaise is named after the Netherlands in the 1970s, where the manufacturing sector withered after its currency strengthened on the back of a large gas field discovery combined with rising energy prices.

Even worse, Brazil could suffer a more severe form of the disease, the “oil curse”, whereby nations rich in natural resources – Nigeria and Venezuela, for example – grow addicted to the money that flows from them. This leads to poor governance and corruption.

Some argue that, oil finds aside, Brazil is already in the early stages of Dutch disease. Exporters and domestic manufacturers are struggling to compete globally as Chinese demand for the country’s commodities drives up the value of the real. The currency has strengthened about 40 per cent against the dollar in two years. The problem has become so acute that Brazil has condemned what it calls a worldwide “currency war”, alleging its trading partners are manipulating their exchange rates to keep them artificially low.

“[Brazil’s] Dutch disease comes from timber and meat, and all kinds of natural resources, not just oil,” says Professor Kenneth Rogoff of Harvard University, a former chief economist at the International Monetary Fund. “The oil could bring it to a whole new level.”

José Sergio Gabrielli, Petrobras chief executive, says neither the company nor the country’s oil industry has so far been big enough to become a government cash cow. But with the new discoveries, which stretch across an 800km belt off the coast of south-eastern Brazil, this is going to change. The oil industry could grow from about 10 per cent of GDP to up to 25 per cent in the coming decades, analysts say. To curb any negative effects, Brazil is trying to support domestic manufacturing by increasing “local content” requirements in the oil industry.

Without a “firm local content policy”, says Mr Gabrielli, Dutch disease and the oil curse will take hold. However, “if we have a firm and successful local content policy, no – because other sectors in the economy are going to grow as fast as Petrobras”.

The company has set a target of 53 per cent local content for new oil projects, compared with the old compulsory minimum of 30 per cent. This policy will be put to the test by the new discoveries, which will require scores of oil tankers, platforms and drilling rigs. Petrobras is planning to invest an initial $224bn in the discoveries by 2014. Last year, it raised $70bn from the world’s largest equity offering to finance the plan.

The other long-term dividend Brazil is seeking from the discoveries is in R&D. Extracting oil from beneath a layer of salt at great depth, hundreds of kilometres from the coast, is so challenging that Brazilian engineers see it as a new frontier. If they can perfect this, they can lead the way in other markets with similar geology, such as Africa.

Segen Estefen of Coppe, the Federal University of Rio de Janeiro’s engineering centre, says the institution is developing a technology hub at llha do Fundão in the city’s Guanabara Bay to help exploit the discoveries. International oil services companies, including French-based Schlumberger, and multinationals such as IBM and General Electric, are setting up laboratories. “The example of Silicon Valley can be applied here,” he says.

For its part, Petrobras is spending $800m-$900m a year over the next five years on R&D, and has invested $700m in the expansion of its research centre, Cenpes, located near Coppe.

However, analysts believe that some government efforts to capitalise on the discoveries risk backfiring. To try to enforce the local content system, Brasília has made Petrobras the sole operator of fields in the new discoveries, with a minimum 30 per cent stake in any project in the area. In the past, any company could bid for a block on an equal footing. It has also set up a 100 per cent government-controlled company that will have the power of veto over investment decisions in each block.

Making Petrobras the sole operator will reduce competition, analysts say. In addition, there are worries that both the oil company and its local suppliers are becoming overstretched. Petrobras recently pulled out of oil exploration in Cuba, for example, citing investment commitments at home.

“Given that local suppliers are already struggling to meet Petrobras’ current demands . . . the risk of cost overruns and delays is significant,” Eurasia Group analyst Erasto Almeida wrote in a recent research note on the new discoveries.

Ultimately, Brazil’s ability to avoid Dutch disease will depend not just on how the money from the oil is spent. The country is the world’s second biggest exporter of iron ore. It is the largest exporter of beef. It is also the biggest producer of sugar, coffee and orange juice, and the second-largest producer of soyabeans.

Exports of these commodities are already driving up the exchange rate before the new oil fields have fully come on stream, making it harder for Brazilian exporters of manufactured goods. Industrial production has faltered in recent months, with manufacturers blaming the trend on a flood of cheap Chinese-made imports.

“Brazil has everything that China doesn’t and it’s natural that, as China continues to grow, it’s just going to be starved for those resources,” says Harvard’s Prof Rogoff. “At some level Brazil doesn’t just want to be exporting natural resources – it wants a more diversified economy. There are going to be some rising tensions over that.”

The government might try to counter any decline in Brazil’s industrial strength by increasing its investment in “local champions” in agriculture and mining. Other areas of industry, such as defence, which has local content requirements, could benefit too. Brazil’s development bank, BNDES, has lent nearly $200bn in the past two years to large companies. It is reducing lending this year but will remain one of the nation’s biggest creditors.


‘The spillover impact from research is going to be very important’

Far from the sands of Copacabana, on one of many islands in the large Guanabara Bay to the north-east of Brazil’s most famous city, the Federal University of Rio de Janeiro and Petrobras aim to derive a technological dividend from the country’s huge Atlantic Ocean oil finds.

As the national oil company admits, the fields represent a new frontier for the industry. The crude is encased beneath a 2km-thick layer of salt that, unlike rock, shifts during drilling. The fields contain corrosive substances such as hydrogen sulphide. Because of their depth, water pressure can be twice normal levels. No one knows how the reservoirs will behave once large-scale commercial production begins.

The challenges of deepwater oil drilling were highlighted by last year’s BP’s leak in the Mexican Gulf but scientists at Petrobras are undaunted. “We are not scared about pre-salt at all – it’s very important for us to say that,” Carlos Tadeu da Costa Fraga, executive manager of Cenpes, the company’s research centre, says of the form the deposits take.

Tackling the demands of extracting pre-salt oil has become the main research project for Cenpes and neighbouring Coppe, the university’s engineering centre. Coppe has built an “ocean tank” that it says is the world’s largest. Housed in the equivalent of an eight-storey building, the tank simulates wave patterns and currents in the Atlantic to measure the effects on oil platforms and other equipment.

The layers of salt make it tricky to use seismic imaging techniques. But José Sergio Gabrielli, Petrobras’s chief executive, says that to process data the company has assembled computing power of about 190 teraflops, the largest such capacity in Latin America. It is equivalent to more than 25,000 personal computers.

The research will “have a spillover impact on Brazilian technology that’s going to be very important”, he says.

Analysts say Brazil is right to try to capitalise on the technological side of its pre-salt discoveries. Norway was able to use its 1960s discoveries to convert itself from a fishing exporter into an oilfield services expert.

Pedro Cordeiro, a partner with the Bain & Company consultancy in São Paulo, likens the task to a chocolate soufflé. Brazil has all the right ingredients to create an oil services centre to rival Houston, Texas – but the skill is in the baking.

“If the government plays its cards right – and so far there’s no reason to believe that they won’t – you could actually have one of the oilfield services poles for the world here,” he says. “Multinationals will have to come.” But if the system became too protectionist, Brazil might lose out. “Many countries tried to create an oil industry and it just didn’t happen.”



Marcas brasileiras entre as mais valiosas

De 500 marcas brasileiras analisadas pela consultoria britânica Brand Finance, 10 entraram para o ranking das 500 marcas mais valiosas do mundo –duas a mais do que no ano passado.

Entre elas estão os bancos Bradesco e Itaú, Petrobras, Oi e Natura. “As marcas brasileiras subiram no ranking em razão de vários fatores, entre eles a expansão do mercado acionário e a valorização do real”, diz Gilson Nunes, presidente da empresa no Brasil.

O estudo analisa apenas empresas de capital aberto e leva em conta fatores intangíveis, além do valor de mercado e projeção de crescimento futuro.

O valor da marca, pela metodologia da Brand Finance, equivale a quanto custaria para “alugar” determinada marca. A brasileira mais valiosa é a do Bradesco, que pulou do 43º lugar para a 28º no último ano, com um valor de marca de US$ 18,7 bilhões.

No mundo, o destaque foi para a ascensão do Google e a queda da Coca-Cola. O Google, que no ano passado estava em segundo lugar, alcançou a liderança, desbancando o Walmart.

Com 125 anos de existência, a Coca-Cola saiu da lista das dez marcas mais valiosas pela primeira vez desde que a consultoria começou a fazer o estudo, há sete anos.

Caiu do terceiro para o 16º lugar. “A Coca-Cola e a Nokia (que caiu do 21º para o 94º) perderam cerca de 30% a 40% de valor de mercado nos últimos dez anos”, diz Nunes. A Nokia, afirma, perdeu a “capacidade de inovar”. Já a Coca-Cola, diz, “está estagnada há uns anos”.

Em 2010, a Coca-Cola seguia na liderança do ranking de outra consultoria, a Interbrand. E ocupava o 5º lugar no ranking da Millward Brown. As duas divulgam suas listas em setembro e maio, respectivamente.

(Reportagem de  Mariana Barbosa, da Folha de São Paulo)


Where does a senior manager cost most?

Brazil, according to the Association of Executive Search Consultants (AESC), a trade body. Two recent surveys, one by the AESC and the other by a Brazilian headhunter, Dasein Executive Search, found that chief executives and company directors earned more in São Paulo, Brazil’s business capital, than in New York, London, Singapore or Hong Kong. The surveys compared base salary, but bonuses in Brazil are generous too, says David Braga of Dasein. And the comparison understates the cost of hiring in Brazil: its payroll taxes are among the world’s highest.

Part of the reason for runaway executive pay is booming demand for staff, at all levels. Brazil, China and India are all seeing strong growth in employment. But according to Manpower, another employment agency, the mismatch between supply and demand is starkest in Brazil, where 64% of employers report difficulty filling vacancies, against 40% in China and 16% in India. Managers with technical backgrounds are especially scarce in Brazil: big oil finds and infrastructure plans mean demand is soaring, but Brazil turns out just 35,000 engineers a year, against India’s 250,000 and China’s 400,000.

The strength of the real artificially boosts Brazil’s position in international pay comparisons. But even in reais executive pay is growing by double digits a year, says Edilson Camara of Egon Zehnder, a headhunting firm. Senior managers in China and India are reaping similar gains, but from a lower base. Multinationals that used to run their Latin American operations from Miami, Mexico or Buenos Aires have mostly shifted to São Paulo; China and India are still often overseen from Singapore or Hong Kong, though Shanghai is becoming more popular. A wave of foreign takeovers, and forays abroad by Brazilian firms, have both increased demand for managers with international experience.

The solution is to nurture your own talent, says Alexander Triebnigg, who runs the Brazilian operation of Novartis, a Swiss pharmaceutical company. Brazilian employees tend to be loyal, he says, meaning that established firms with generous career-development plans are less hurt by the talent drought. But this loyalty also tends to inflate the market rate. “If you want to tempt a Brazilian to change jobs,” he points out, “you have to offer them a lot more money. In China they’ll change jobs for just a little more.”

Many firms are looking outside to fill top posts. But a high crime rate (São Paulo is far safer than it used to be, but still boasts a murder rate nearly double that of New York) and the need to master Portuguese put many foreigners off. And even big Brazilian companies may lack the international renown needed to entice the most ambitious. “Busy people may not listen to what you have to say about the complexity and size of some Brazilian company they’ve never heard of,” complains Mr Camara.

The biggest beneficiaries of Brazil’s war for talent are likely to be its expatriate managers. Mr Braga of Dasein says the motive for his research on pay was the ten or so unsolicited inquiries his firm receives each day from Brazilians living abroad who are thinking of returning home—even though most of them mistakenly thought that doing so would mean a pay cut.

Font: The Economist


Mundo virtual cria novas profissões e abre vagas

Admirável mundo virtual do trabalho novo

Mídias sociais impulsionam a criação de empregos em um mercado caracterizado pela inovação e pela paixão ao que se faz

Jennifer Gonzales, de O Estado de S. Paulo

Mais um admirável mundo novo se abre graças à internet, ou melhor, à web 2.0. Nesse caso, o do mercado de trabalho. As mídias sociais – sistemas online projetados para promover a interação a partir de compartilhamento e criação de informação – vêm criando oportunidades que, até pouco tempo atrás, não existiam. Relações públicas, publicitários, jornalistas, sociólogos e designers são alguns dos profissionais atraídos para essa área em constante mudança.

Daniel Teixeira/ AE
Daniel Teixeira/ AE
Um dos atrativos desse mercado é que ele dispensa formação específica

Um dos atrativos desse mercado é que ele dispensa, ao menos em boa parte dos casos, que o interessado a uma vaga tenha uma formação específica, especialmente quando se trata de planejamento e execução dentro das redes sociais, como Facebook, Orkut, Twitter, YouTube e MySpace, entre outros.

“O profissional web 2.0 pode trabalhar com gestão de conteúdo, análise da percepção e imagem de empresas nas mídias sociais e planejamento de projetos de comunicação”, explica a diretora de mídias sociais da Agência Ideal, Carolina Terra, referindo-se ao chamado analista de mídias sociais. Ela fez doutorado na Escola de Comunicações e Artes da Universidade de São Paulo (ECA-USP) sobre o impacto do setor na comunicação das empresas.

“Surgiu um novo mercado de trabalho com o aparecimento das mídias sociais e o interesse por parte das empresas em se inserir dentro delas”, acrescenta Carolina. “O profissional, por sua vez, precisa ser muito dinâmico, é uma área que muda rapidamente. Precisa fazer um esforço constante para se reciclar, pesquisar novas ferramentas e estar antenado com as tendências que surgem todos os dias.”

Segundo Carolina, as empresas descobriram que a internet é um ambiente rico para estudar a percepção do público em relação às empresas. “Nas páginas do Facebook, Orkut, Twitter e outros sites as pessoas discutem um produto com críticas e reclamações, sugestões ou elogios”, diz a diretora da Ideal.

A jornalista Priscila Cotta, de 32 anos, é o típico exemplo de profissional web 2.0, em que a curiosidade sobre mídias sociais a levou a conquistar, no início do ano, um cargo de gerente na agência de publicidade CuboCC. Antes disso, ela foi dona de uma assessoria de imprensa, na qual um de seus clientes foi a Campus Party, evento de inovação tecnológica, internet e entretenimento eletrônico. “Com ele, tomei gosto pelas mídias sociais”, diz.

“Elas permitem que as empresas se comuniquem diretamente com o usuário.” Priscila vendeu sua empresa e decidiu se aperfeiçoar na área. “Queria aprender mais com outras pessoas no trabalho.” No novo emprego – que conseguiu no espaço de um mês –, ela lidera seis pessoas, responsáveis pelo conteúdo de páginas em redes sociais de marcas da Unilever e Kraft, entre outras.

“Há muitas oportunidades de trabalho nesse mercado”, diz a gerente de mídias sociais. “Tem gente que é melhor para criar conteúdo, outros têm mais habilidade para se relacionar com os internautas e outros para monitorar o que entra nas páginas.”

A afinidade com o universo web 2.0 também fez com que a carioca Daniele Dutra conseguisse um emprego nessa área. Como gerente de comunidade no Brasil da Innogames, empresa alemã de jogos virtuais, ela comanda uma equipe de 33 pessoas no País e sete em Portugal. Tudo de sua casa, em Volta Redonda.

“Há mais de um ano, sou jogadora do Tribal Wars, um dos jogos da companhia, e, certo dia, vi um anúncio no site. No Brasil, esse jogo tem cerca de 220 mil usuários e nove milhões no mundo todo”, conta Daniela, de 25 anos. “A empresa exigia inglês e habilidade para liderar equipes. Ser jogador era recomendado.”

Daniele mandou currículo e foi chamada para uma entrevista em inglês, via Skype. Ganhou a vaga e hoje recebe o salário também via internet. “Como o horário é flexível, muitos da equipe têm um segundo emprego. A ferramenta principal é o Skype, então, se você tem computador e celular conectados pode trabalhar de qualquer lugar.”


Formada em relações públicas e com MBA em marketing, Daniele gasta algumas horas por dia como gerente de comunidade, que lhe rende cerca de R$ 1 mil por mês. “Para trabalhar nessa área, o profissional deve ser curioso, saber um pouco de tudo, ter a mente aberta e, principalmente, estar antenado com as novidades”, diz.

“Saber as últimas notícias dos jornais, a última gafe do político X, a aparição da cantora americana no programa Y, os últimos lançamentos tecnológicos, o tombo mais visto no YouTube, enfim, tudo que chame a atenção e gere interesse a diferentes grupos.”

Ao que parece, mulheres vêm se dando bem nessa nova área. Andréia Passos, de 26 anos, trabalha como webmaster (gerencia contas de clientes na web) da Agência Ideal. “Fiz design multimídia por dois anos e meio no Senac e colégio técnico em design gráfico”, conta.

Andréia é capaz tanto de fazer o layout e a programação de um site quanto de explorar as ferramentas disponíveis para aumentar a visitação dos usuários. “Não adianta investir na apresentação de uma página se as pessoas não chegam até eles”, observa, “Daí terem surgido profissionais cuja função é a de melhorar o posicionamento de um site nos resultados naturais de busca”

Ela diz, no entanto, que muitas pessoas não têm formação na área, mas fizeram cursos rápidos de especialização. Tem de gostar, sobretudo, de pesquisar na internet, frequentar grupos de discussões e estar a par de todo tipo de novidade. “Quem gosta da área tem muito campo de trabalho. E muita gente está sendo atraída pelas novas mídias. No Twitter, por exemplo, quase 60 mil pessoas seguem páginas de vagas e trabalhos temporários na web 2.0. Esse mercado cresceu muito porque a visibilidade na internet tornou-se imprescindível para as empresas.”


Andréia diz que, nesse mercado, a faixa dos salários começa em R$ 700 (para estagiários) e pode ir até R$ 8 mil – ou até mais, dependendo da função e do grau de responsabilidade. “Alguns empregadores são agências de comunicação e empresas de grande porte (que, muitas vezes, possuem departamentos de TI), entre outros.

Há dois meses na empresa, Eduardo Seminari, de 35 anos, é coordenador de criação e inovação mobile (iPad, iPhone, celular, tablets) da GoNow, empresa de tecnologia e design. “É um mercado bastante dinâmico, já que está voltado a aparelhos móveis, cada vez mais usados que computadores”, diz Seminari. “Já vi salários de até R$ 10 mil nesse mercado. Para isso, o profissional vai alinhavando sua carreira com a do mercado.”

O coordenador da GoNow trabalha com equipes que criam sites, sistemas integrados (caso da intranet), bancos de dados digitais e aplicativos para empresas. “Fiz um curso de desenvolvimento multimídia na Universidade do Sul de Santa Catarina. “Comecei como diagramador há 16 anos, depois passei para a criação de sites”, lembra.

Com a expansão desse mercado, cursos vêm surgindo por todos os lados. A ECA-USP, por exemplo, está criando uma pós em mídias sociais.

Para quem prefere um curso profissionalizante, a escola Prepara Cursos verificou, por outro lado, um aumento de 37% na procura pela formação de webdesigner em 2010. “No próximo mês, vamos começar outro para quem quer trabalhar com mídias sociais”, adianta Rogério Gabriel, proprietário da escola.

Fonte: O Estado de S. Paulo