Camilla Prando is a Brazilian football executive whose career spans club internationalization, institutional relations, technical management for professional football, and global football business development. With a background as a former player and over a decade of experience across South America, Europe, and the Middle East, she has worked in senior roles for São Paulo FC, the Brazilian Football Confederation (CBF), TransferRoom, and Saudi Media Company (SMC). Her career reflects a blend of strategic thinking, cross-cultural leadership, and deep industry knowledge.
Early Life and Education
Prando’s academic path reflects a strong and early commitment to football. She studied Social Sciences in high school, with a specialization in; economics and football, already focused on the broader social and economic dynamics that would later shape her career in the football industry. After earning her Bachelor’s degree in Latin American Studies at Stockholm University, an interdisciplinary program covering the region’s politics, geography, economies, history, and culture she pursued her first football specialization in ”Technical Management for Football Clubs”, at the Universidade do Futebol. Over the years, she complemented her education with several courses in scouting, performance analysis, and marketing, while maintaining a clear emphasis on management. She completed a ”Technical Club Management” course at CONMEBOL Evolución and is currently finalizing her Sports Management Diploma with the same institution. Additionally, she completed the Master FPF program, organized by the Federação Paulista de Futebol in partnership with LaLiga Business School. These experiences have equipped her with a multidisciplinary understanding of governance, leadership, and global football ecosystems.
Professional Experience
In 2024, Camilla Prando joined the Brazilian Football Confederation (CBF) as Special Executive Advisor to the President, where she oversaw international affairs, advised on domestic football matters, and helped lead strategic modernization efforts. By the end of the year, she chose to step away from the role to pursue new opportunities more closely aligned with her values and long-term vision.
Before that, she worked at Saudi Media Company (SMC) in Riyadh, as Head of Sports, Prando led the Sports Department delivering commercial strategies and building partnerships across the sports and media landscape. She contributed to sponsorship deals for Lega Serie A in the MENA region, collaborated with the Saudi Arabian Football Federation (SAFF) and Globe Soccer Awards, and was actively involved in event operations at Alawwal Park, home of Al-Nassr FC.
In a pivotal stage of her international career, she worked as Senior Business Development Manager at TransferRoom, where she spearheaded the platform’s expansion in Brazil, Argentina, Portugal, and Saudi Arabia. She played a central role in securing the first Saudi Pro League partnership and managed relationships across the Middle East. As the company has a portfolio of over 800 clubs and 400 agencies globally, the platform provided a dynamic environment that significantly supported her daily work and further enriched her own professional network. Known for her cultural fluency and deep understanding of transfer dynamics and player profiles, she was frequently approached by clubs, agents, and colleagues seeking her insight and support in navigating complex international markets and building strategic connections.
Her earlier roles included supporting the management restructuring of UD Almería with the Belgian company Double Pass and serving as Senior Executive Manager at São Paulo FC, where she led the International Relations Department. In that role, she was instrumental in driving the club’s internationalization strategy, securing strategic partnerships, including a USD 1.7 million fan token campaign with Socios.com, in which all 800,000 tokens were sold in less than two hours and representing the club at major football summits across Europe and Latin America. She also led the negotiation and closure of the first-ever agreement between a Brazilian Série A club and a Chamber of Commerce: the Arab Brazilian Chamber of Commerce. This groundbreaking partnership aimed not only to strengthen institutional ties but also to lay the groundwork for mid- and long-term business deals and operations with the Middle East and potential investors. Additionally, Prando worked closely with São Paulo’s legal department to explore and optimize the club’s entitlements under FIFA’s solidarity mechanism, a strategic move considering her relationship with football clubs worldwide and the significant number of players the club has exported globally.
A curious full-circle moment in her career: SMC, the Saudi company Prando would later join in Riyadh, recently acquired Spanish club UD Almería—where she had previously worked (2019) during the club’s early transformation under its former Saudi owner, H.E. Turki Al Sheikh, in collaboration with Double Pass.
Football and its really round coincidences.
Institutional Engagement and Thought Leadership
Prando is widely recognized for her expertise in navigating institutional relations with FIFA, CONMEBOL, UEFA, national federations, and football clubs around the world. Her work focuses on building trust across borders and uncovering new revenue streams for clubs. Although she has made several public appearances speaking at events such as the World Football Summit in Riyadh, Jeddah, and Madrid; the Social Football Summit in Rome; the Thinking Football Summit by Liga Portugal in Porto; and TransferRoom summits and innovation forums in São Paulo and Rio de Janeiro, she prefers a more low-key role, often working behind the scenes. Despite this, her early prominence as a young woman in a predominantly male industry brought her recognition and respect for her expertise and ability to navigate complex international markets. She has also contributed her insights on global football developments and business through podcasts and interviews.
Philosophy and Values
Her work is guided by a collaborative, global approach to football, grounded in communication, cultural fluency, and strategic alignment with diverse stakeholders. She is deeply committed to advancing governance standards, professionalizing football institutions, and fostering long-term growth through data, education, and international cooperation. With a strong ethical foundation, she thrives in fast-paced environments while maintaining a mindful balance to manage her natural workaholic drive. Knowing from an early age the path she wanted to follow—and the challenges she would face as a young woman in a male-dominated industry—she has broken countless barriers throughout her career. Her journey is fueled by an unwavering conviction that with focus, persistence, and resilience, any goal can be achieved. Multilingual and holding dual citizenship, she leverages her global mobility to serve as a powerful connector across diverse football markets.
Current Focus
Now based in Brazil and embracing international opportunities, Prando continues to make a significant impact on the football world through consulting, visionary project development, and strategic partnerships. Fluent in six languages and supported by a vast global network, she is uniquely positioned to unite the realms of sport, business, and diplomacy, earning her recognition as a trusted and influential leader on the global stage.
Our Exclusive Interview with Camilla Prando
Who is Camilla Prando outside of football, and how have your personal experiences shaped your approach to leadership?
Outside of football, I am a person driven by purpose and a constant desire for growth. I enjoy learning, observing human behavior, and understanding what truly motivates people. My personal experiences have taught me that leadership is not about imposing, but about inspiring. I have been in situations where I needed to balance firmness with empathy, and this shaped my leadership style: I am strategic, yet human. I believe that attentive listening, recognizing individual talents, and having clear objectives are fundamental pillars for creating a high-performance environment both on and off the field. Additionally, I carry with me the conviction that leading is, above all, serving the collective—building bridges and cultivating trust. It is this vision that drives me daily, with courage and responsibility, in everything I choose to build.
What core values guide your work across international football institutions and projects?
The values that guide me are consistency, respect, and a systemic vision. In any project, regardless of the country or culture, I believe that trust is built through alignment between words and actions. Respect for cultural diversity, individual journeys, and different perspectives on the game is fundamental when working in international contexts. Additionally, I have a strong commitment to the sustainable development of football, which means thinking about solutions that have a technical, human, and structural impact in the long term. I believe that when we work with a clear purpose and collective responsibility, we can align performance with legacy and that is what I strive to bring to every institution or project I engage with.
How do you approach building trust and effective relationships with clubs, federations, and stakeholders across different regions?
The foundation of any lasting relationship is active listening and genuine respect for local realities. When approaching clubs, federations, and stakeholders in different contexts, I first seek to understand each culture, their challenges, and specific objectives. I believe trust is built through consistent delivery, transparency in processes, and true presence in the day-to-day of the project. I also highly value clear communication being objective but empathetic and always striving for collaborative solutions where all parties feel heard and represented. My experience in people management enables me to identify talents, align expectations, and build healthy work environments where every professional feels valued and motivated. Ultimately, my focus is on creating bridges, not just temporary partnerships, which requires leadership that is firm in values but flexible in approach.
What was the most challenging and rewarding project you’ve led so far in your career?
Leading the unprecedented partnership between São Paulo Futebol Clube and the Arab-Brazilian Chamber of Commerce was undoubtedly one of the most challenging and impactful experiences of my career. In a context where women in executive roles still face resistance, especially in football taking the lead in an international negotiation required not only technical expertise and strategic vision but also resilience in the face of structures that still need to evolve in terms of representation and inclusion.
More than an institutional agreement between two entities, this initiative represented a real step forward in the internationalization of Brazilian football. Our sector still lacks a consolidated culture of international relations both in management and in forward-looking vision and this project helped break that pattern, demonstrating that football can (and should) connect with new markets and cultures in a structured and strategic way.
The most rewarding part was seeing the reach of this initiative: just a few months later, the Government of the State of São Paulo signed an agreement with the Chamber of Commerce and Industry of Sharjah, in the United Arab Emirates, signaling that the seed planted in football bore fruit in other institutional spheres. The project began to inspire not only other clubs but also public bodies and entities interested in exploring new forms of international cooperation.
Leading this process as a woman, in a space still undergoing transformation, reaffirms for me that it is possible to occupy these positions with authority, competence, and a global vision. More than that, it shows that football can be a real driver of diplomacy, development, and innovation for the country.
In your view, what are the key steps clubs must take to successfully internationalize their operations and brand?
For a club to successfully internationalize its operations and brand in a consistent and sustainable way, it is necessary to approach this process with a solid technical strategy and a long-term vision. First, the club must consolidate its institutional identity, ensuring that its values, mission, and culture are clearly defined and aligned with its global objectives. This foundation is essential to communicate authentically and create genuine connections in other markets.
Next, the organizational structure needs to be prepared to operate internationally, with professionals specialized in governance, international relations, communication, and sports business. Building strategic partnerships should go beyond immediate commercial interests, seeking cultural alignment and shared goals, which strengthens trust and ensures sustainability.
Furthermore, it is crucial that the club develops cultural intelligence to understand the particularities of external markets, adapting its approach without losing its essence. Internationalization is, above all, about building bridges that promote genuine exchange, respect, and mutual learning.
Finally, this process must be continuously evaluated and adjusted, with clear metrics to measure sporting, institutional, and brand impact. Only then will the club be able to expand its global presence in a structured way, inspiring other institutions and contributing to the evolution of football as a global business and culture.
You’ve worked in Brazil, Europe, and the Middle East. How do cultural differences influence football governance and business development?
Cultural differences are a central element that profoundly shapes governance and business development in football across each region. In Brazil, for example, the passion for football is intense and part of the national identity, but we still face challenges related to the professionalization of management, formalization of institutional processes, and a culture of immediacy that often hinders the implementation of long-term strategies.
In Europe, there is a more consolidated structure, with clear rules, transparency, and strong governance, creating a more predictable and regulated business environment.
In the Middle East, football is seen both as a tool for social development and a strategy for international projection, with robust investments and a focus on innovation, but with cultural and political dynamics that require sensitivity and adaptation.
Working in these distinct contexts has taught me that effective governance depends on balancing respect for local particularities with the application of universal principles of transparency, ethics, and sustainability. In business development, understanding culture is fundamental to building trustful relationships, aligning expectations, and creating lasting partnerships. This cultural intelligence is, therefore, a strategic asset essential for those working in international football.
What advice would you give to young professionals looking to build a career in international football management?
For those looking to build a career in international football management, my advice is to invest in a solid combination of technical knowledge, strategic vision, and, above all, cultural intelligence. The global football market is complex and dynamic, and professionals who understand cultural differences, regulatory aspects, and the particularities of each market have a significant competitive advantage.
Additionally, it is essential to cultivate resilience and adaptability. The career can be challenging, with many obstacles and moments of uncertainty, but perseverance and a constant pursuit of learning are what set apart the professionals who truly make a difference.
Never underestimate the power of human relationships; building a global network of contacts based on trust, ethics, and transparency is as essential as mastering the technical aspects of the sport and business.
Finally, stay curious and open to opportunities. Seek international experiences, learn other languages, and always be ready to step out of your comfort zone. International football management requires passion, preparation, and a keen eye on the transformations within the sport and the world.
What’s next for you, and how do you envision contributing to the evolution of global football in the coming years?
In the coming years, I intend to deepen my work in the technical management of professional and youth football, using the solid experience I have built in Europe as a foundation to implement international standards of excellence in Brazilian football. The professionalization of the sport in Brazil depends on incorporating these established practices that ensure efficiency, governance, and consistent results.
Moreover, my experience in the Arab world has allowed me to understand the specific needs of this region, which is at a crucial moment of development and seeking modernization in football management. I want to contribute to implementing technical and strategic knowledge, helping to build solid structures that drive the sustainable growth of the local sport.
My mission is to be a strategic bridge between Europe, Brazil, and the Middle East, promoting the exchange of knowledge and best practices, and driving the advancement and sustainable development of football worldwide.