Startups are investment models that are taking over the market and have been attractive to many executives, especially in the technology sector. In Brazil, some are internationally recognized for their innovation. The Wall Street Journal, the startups’ newspaper released a list of billionaire investments in the sector by startups worldwide, 78% of startups from […]
Startups are investment models that are taking over the market and have been attractive to many executives, especially in the technology sector. In Brazil, some are internationally recognized for their innovation.
The Wall Street Journal, the startups’ newspaper released a list of billionaire investments in the sector by startups worldwide, 78% of startups with more than $ 1 billion are in the US, 15% in China and 7% in Europe.
There are startups in different sectors of the world macroeconomics and not only in software, hardware and e-commerce.
Startups bring innovation with very low maintenance costs, but which can grow quickly and generate ever greater profits.
Currently investors define startup as a group of people looking for a repeatable and scalable business model, working in conditions of extreme uncertainty.
Startups are models that have a faster growth curve than traditional models. While a traditional company grows 5%, a startup is expected to grow by 50% to 200%.
Being scalable is the key to a startup: it means growing more and more, without influencing the business model.
Startups need investments throughout the cycle. This is what is called stage financing. In Brazil, we do not have many angel investors, the type of investor who finances the start of startups, the one in which the business starts to turn.
In the USA, angel investors are entrepreneurs and former entrepreneurs. People who made money by building companies and who now support other entrepreneurs.
Some qualities are specific to candidates for a job at startups; these executives must have innovative thinking in their DNA, ample capacity for adaptation and resilience. The wrong choice can compromise development and results.
As a consequence, innovation and technology startups attract professionals with careers that until then were far from these sectors.
Executives willing to enter a new market are often hired by a sector that represents a great passion.
Alexandro Penteado, Operations Director at 123reformei, had previously been an executive in different areas at PDG, Gafisa and Tenda, real estate and construction companies in the real estate market, when he looked for a new challenge in his career.
When he received the proposal from the current company 123reformei, a reform and technology company, to take over the Operations Directorate he accepted the challenge.
Deciding is not easy for any executive, but Alexandro Penteado saw in the proposal an opportunity: “I left my comfort zone and found the challenge motivating, the process with Coach Flávia Volpe from United HR helped me to see this possibility in other markets and to assume a higher position as Director ”, he says.
In the same month he leaves PDG as an Engineering Manager, he takes over as Director of Operations at 123reformei.
The leadership position on the board assigns many responsibilities, he will have under his direction the areas of after-sales, planning, quality, projects, suppliers and customer success.
Although the fundamentals of the area are the same, Alexandro says that each sector has its particularities and that acting in a segment brings new challenges, learnings and motivations, in addition to being an upgrade in the position with the possibility of a better salary.
“The position of Chief Operating Officer projects my career into the future and I decided to invest,” he explains. His technical training started at Gafisa in 2000, as Construction Coordinator after his Civil Engineering training at Mackenzie.
His Y career, however, made him realize that his opportunities in the company had become restricted and, in 2005 he concluded a specialization in FAAP in business, made the decision to change his area and graduated in Finance at FIA (Fundação Instituto de In 2007. In 2011, he completed his MBA in business management at FGV (Fundação Getúlio Vargas) and in 2016 he enrolled in an MBA in Project Management at Ibmec.
“Every decision involves risks,” he confesses. He left a stable career – in addition to a higher salary and more benefits – to bet on an uncertain but promising future, since the company is a startup. “I am confident that my experience in civil construction will help in this implementation of the company”, he explains.
In the opinion of United HR’s Flavia Volpe Coach, the job market will have more and more space for professionals who invest in their careers, professional training or executive coaching. “Most of the people who work in the construction companies have been working in the sector for more than 15 years, it is possible to anticipate this time and change when things are still going well,” he says.
The belief that an executive only knows how to do the same thing his whole life is ending. “Just like any other sector, they want the best professionals for their skills and competences, the Brazilian executive is a product that we export to the world”, says Marcio Pereira CEO Latam of United HR.
The CEO says he perceives an even stronger search in the business areas, with new companies emerging to meet the demand and large companies recruiting professionals with experience in leading people and commanding teams. “For management and C-Level levels, the target of the professional’s sectors does not matter, but what he has learned from these experiences”, he says.