About
Twenty-five years building companies, more than forty businesses across six countries, and one conviction: the person carrying the final weight needs a room that is not trying to win.
I started selling advertising space on websites I built myself when I was fourteen. That was the first business. There have been more than forty since, across Brazil, the United States, Germany, Italy, China and Argentina, in industries with no obligation to resemble each other: schools, factories, agencies, retail, e-commerce and events for thousands of people. One of those operations reached 6,147 employees.
Some worked. Some failed in ways I would not repeat. Both kinds taught me the same thing: the hardest part of building a company is rarely the strategy. It is the quality of the room around the person who has to carry the consequence.
What I do
I advise CEOs and founders when the cost of getting it wrong is high. More than 1,100 of them so far, from startups to Fortune 500 companies, under confidentiality and by referral.
I am not a mentor, consultant, coach or speaker. The distinction matters. A mentor says what he would do. A consultant sells a methodology. I do something else: I sit outside the incentives in the room and say what I see, especially when the visible problem is only the surface tension.
Why the room matters
Every person around a founder has a position.
The partner has an interest, however loyal. The family cannot receive the full weight without being contaminated by it. The mentor has a method to sell. The friend protects the relationship. The team edits bad news before it travels upward, because almost no one volunteers to be the bearer of bad news.
None of these people are dishonest. They are positioned. And as the company gets larger, the quality of useful disagreement usually gets worse at the exact point where the cost of self-deception gets higher.
My impartiality does not depend on virtue. It comes from construction: I do not compete for the seat, hold no hidden stake and do not need the founder to choose a particular path. I need the room to become clear enough for the obvious thing to stop hiding.
Where I come from
Civil engineering, UNICAMP. Postgraduate work in Business Administration and an MBA in Project Management, FGV. I was the strategic mentor to the team behind Tony Robbins' 2018 Brazil event, which brought thousands of people to São Paulo Expo.
I am autistic, have ADHD and am gifted. The three together. I treat that as mechanics, not as a triumph narrative: high processing capacity running on a small tank of executive energy. That is why I design my days as a system instead of treating willpower as infrastructure.
The five verticals
Writing is the visible edge of the private work. It follows the same five pressures that keep appearing at the top.
Mindset. The internal weather beneath the surface: pressure, vanity, fatigue, fear, urgency and the story the founder is using to survive the moment.
Time. What the calendar is buying, what it is quietly taxing and which priority is being performed instead of lived.
Money. What revenue, capital, liquidity or status is really purchasing, and what hidden obligation comes attached to it.
Freedom. Whether the company is creating optionality or becoming a more expensive form of captivity.
The emptiness at the top. What remains after the money arrives, the machine works and success fails to answer the question it was supposed to answer.
What comes first
God, family, service, work. In that order, and never inverted. Every scheduling conflict resolves against that list, which is the only reason it holds.