“A company doesn't fail for lack of sales. It fails on decisions that only run through you.”
It's not a talk, not a generic course, not operational consulting. It's a recurring decision agenda with you, your partners and your leadership — so the company grows with margin, cash, governance and value. I work with manufacturers, distributors and importers in any segment: an owner's problems don't change from one industry to another. Advisory, strategic and non-executive.
A company doesn't fail for lack of sales alone. It fails on margin that slips away, cash that tightens and decisions that only run through the owner. If you recognize yourself in two or more of the points below, this is the right conversation.
Every critical decision runs through you. The operation moves at your pace — and stalls when you stop.
Revenue goes up and cash stays tight. Every discounted sale eats into the margin.
Priorities shift with the fire of the day. There's no consistent strategic agenda.
It works — it just doesn't yet behave like an asset prepared to grow, raise capital, sell or be worth more.
My role is to challenge, guide, prioritize and follow up — without taking on a day-to-day executive role.
Direction, positioning, market expansion, new channels, sales management, mix and priorities.
Profitability, working capital, inventory, FX risk and financial discipline.
Management rituals, decision forums, board agenda and ownership alignment.
Responsibilities, metrics and rituals that free the company from depending on the owner.
A company prepared as an asset: organization, narrative, succession and attractiveness.
Preparing the next generation and the structure so the company survives the founder's exit.
What stops most companies from growing isn't a lack of ideas — it's a lack of discipline in follow-through. That's exactly where this work bites.
A read on where the company really stands: sales, margin, cash, people, operations, risks and governance. No window dressing.
Defining the critical themes — growth, leadership, margin, cash, succession or value — and what needs to be decided first.
Meetings to review metrics, decide and unblock priorities. Without letting things go cold between one meeting and the next.
An executive record of the points, alerts and owners of the next steps. A meeting that ends without action items doesn't count.
Periodic review to keep the focus on what impacts value, cash, management and speed.
It's not day-to-day operational management. It doesn't replace directors, lawyers, accountants or auditors. There's no financial intermediation and no M&A execution. And there's no promise of a specific financial result — the outcome depends on your decisions, your team's execution and the market context. It's advisory: final decisions and acts of management stay with the partners and officers.
That's defined in the alignment call — not before.
A recurring decision cadence with the owner and leadership on growth, sales, margin, cash, people and governance. The most common format for a growing company.
An institutional presence alongside partners, board and investors — for succession, expansion, fundraising and high-impact decisions. For more mature companies.
Revenue of the businesses I run: Vaio Comercial, Exo Steel and CAED Trading (Dubai) — manufacturing, importing, distribution, international trading and foreign trade.
Sales, people management, business management, manufacturing, trading and foreign trade. Tight margin, FX, inventory and partners — always with my own capital at risk.
I co-founded a manufacturer, helped scale it and sold my stake. I know what it is to build, operate and reap the value — the whole journey.
Brazilian Institute of Corporate Governance (IBGC) — governance, boards and professionalization.
It's a board role. Consulting delivers a report and leaves; courses and talks tend to be generic. Here there's a recurring decision agenda with you, your partners and your leadership — I challenge, prioritize and follow up, but I don't take on a day-to-day executive role.
No. Anyone who guarantees a specific financial result is selling an illusion. What I guarantee is method, truth in the numbers and discipline in the follow-through.
No. The logic of margin, cash, governance and owner-dependence applies to any manufacturer or distributor. Steel is where I operate — but the method carries across.
Online by default, with a prepared agenda and prior review of the materials you send. In person by arrangement. Each meeting ends with an executive record: recommendations, alerts and owners.
Strategic, commercial, financial, operational and ownership information is handled confidentially, with no disclosure or use without your prior authorization. It's a condition of entry.
With an alignment call of about 30 minutes, with you and — if it makes sense — your partners or your leadership. From there comes a read on where the company stands and the way we'd work together. If it doesn't make sense for both sides, I'll say so on the spot.