In recent years, the workforce has undergone a profound transformation. To stay competitive in the market, job seekers have had to do more than acquire new skills; they’ve had to adopt a mindset of flexibility and continuous growth.
Mauricio Thomas Schonenberger, an independent business development consultant who also teaches courses in business, leadership, and management at Concordia Continuing Education, has spent his professional life navigating these shifts and helping others do the same.
His career began in management consultancy, where he honed strategic problem-solving skills. He later co-founded a career-matching platform that explored the power of transferable skills.
In leadership roles at multinationals like Mars and Bridgestone, Schonenberger witnessed how evolving job descriptions challenge traditional career paths. Now, as an independent consultant, he advocates for “job fluidity,” or the ability to reframe and apply skills across evolving contexts.
“In the past, a job description at a company was almost set in stone,” Schonenberger says. “The person might change, but the role itself would remain the same. Nowadays, job descriptions are constantly evolving. It’s a combination of the availability of information and shifting customer demands.”
Schonenberger’s trajectory exemplifies the adaptability he encourages. “I’m a mechanical engineer who’s never really worked as a mechanical engineer,” he points out.
Straight out of university in Brazil, he entered management consulting but soon felt limited. “Eventually, I had enough of PowerPoints and Excel spreadsheets, making recommendations I never got to see through,” he explains.
In 2006, he co-founded a platform designed to broaden career horizons for students in Latin America.
“Education there is very specialized,” he says. “A mechanical engineer might think their only path is working at a car company like Volkswagen, not realizing they could work in finance, prosthetics, or even consulting.”
By showcasing transferable skills, the platform unlocked unexpected opportunities for people entering the job market and created a richer talent pool for employers. Later, at Mars and Bridgestone, Schonenberger applied these principles on an organizational scale.
“At Mars, we focused on building internal capabilities to drive long-term success,” he recalls.
At Bridgestone, mentorship and mobility programs helped employees realize their potential beyond immediate roles.
“We had incredible talent, but many didn’t see how their expertise could extend further,” he explains.
The concept of job fluidity becomes especially clear when examining how roles evolve to meet new demands. Schonenberger uses the example of a traditional salesperson. Decades ago, the role might have been narrowly defined by visiting clients like Walmart or Costco, negotiating trade terms, and securing shelf space.
“That role probably hadn’t changed for decades,” he says.
Salespeople today must now understand supply chains, monitor public sentiment, and address public relations challenges to be able to make sure their products are on shelves.
“(Salespeople) might have to explain how their product aligns with ethical sourcing or avoids food waste,” Schonenberger says. “In short, they’re doing PR, marketing, and even supply chain management—tasks that were never part of the traditional (sales) job description.”
Business instructor Mauricio Thomas Schonenberger
Likewise, buyers at large retailers face new pressures.
“A buyer isn’t just thinking about margins anymore,” Schonenberger explains. “They’re considering whether a supplier’s materials are linked to child labour or how their sourcing decisions could impact their company’s reputation.”
For professionals in such roles, upskilling is essential. The ability to adapt and handle broader responsibilities sets individuals apart in a rapidly changing workforce.
“(People) who can translate shifts in customer and market demands into their day-to-day work are the ones who thrive,” Schonenberger says.
For context, Schonenberger identifies three profiles of professionals seeking upskilling. HR specialists advancing into leadership roles often need to broaden their understanding of business strategy. Creative professionals, like marketers and video producers, realize they need financial or business development skills as they progress in their fields. Entrepreneurs scaling small businesses find they must develop competencies in areas like cash flow management and growth planning.
“A creative professional might be great at producing engaging videos but have no idea how to sell them or manage cash flow,” Schonenberger explains. “An entrepreneur with 10 clients may struggle to figure out how to grow that number to 100. Upskilling bridges those gaps.”
For organizations, recognizing these evolving needs and investing in skill development is critical. Companies that enable internal mobility and foster learning see greater engagement and innovation.
“When businesses empower employees to grow beyond their roles, they create a culture of curiosity and adaptability,” he says.
Schonenberger points out that many companies mistakenly look outward when they could invest in internal talent. By cultivating existing employees’ capabilities, companies build institutional knowledge, foster loyalty, and remain agile. “Upskilling is about making your workforce part of your long-term strategy,” Schonenberger emphasizes. “It’s not just about filling gaps, but about creating new possibilities.”
To that end, professionals must seek growth outside their comfort zones, while companies should create environments where continuous learning is the norm. By empowering employees to expand their capabilities, companies can navigate disruptions and seize new opportunities with confidence.
“The most valuable opportunities often lie in unfamiliar territory,” Schonenberger says. “Organizations that invest in upskilling their workforce for key competencies maintain a competitive edge.”
© Concordia University
