Marcos Freitas , who began his career as a stock clerk, has become a manager capable of boosting companies’ revenues to over R$500 million. A mentor to over 20,000 entrepreneurs, he has developed a unique methodology for business evolution, overcoming challenges such as owners’ resistance to change. Freitas believes that the success of a business depends on a clear vision of the future, building a strong team and a strategy focused on market needs, always focusing on growth and innovation.
How did you manage to transform your career as a stock clerk into a manager responsible for boosting the company’s revenue beyond 500 million reais?
My focus has always been on delivering the best for my employer and clients. Being successful at work is extremely possible if you are 100% connected to what you do, enjoy your work and are willing to do more. Here in Brazil it is easy to stand out because a large part of the population expects welfare policies instead of development.
What was the biggest challenge you faced when creating your unique business evolution methodology?
The biggest challenge was understanding that changes in a company occur from the top down, that is, the change starts with the OWNER and generally the owners want the change but are extremely resistant.
What are the main pillars that you believe are essential to unify all areas of a business towards success?
A successful company needs to have a clear vision of the future, that is, know where it wants to take its business. Be the best option for the client by basing its strategy on market needs and not on competitors and finally build a strong, committed and competent team.
You mentor over 20,000 entrepreneurs. What are the most common mistakes you see entrepreneurs make and how do you help them overcome them?
The biggest mistake is to think that the company’s problems are outside of it when in fact they are inside. The problems are inside. Accepting this is a big step. Another big problem is centralization. Thinking that the owner doing everything will solve the problems when in fact this becomes the biggest difficulty.
What was it like expanding your international influence and what were the main lessons you took from your lectures abroad?
It was a natural path. My business is business management and management is an international thing. Participating in events on every continent made me certain that planning and management are universal tools.
In the lecture “Courage to Grow”, what are the main strategies you share so that entrepreneurs can overcome crises and competition?
Real-life strategies. Growing is difficult and requires a lot of courage and effort to promote constant changes within a scenario of uncertainty that is the reality of entrepreneurs.
Do you believe it is possible to achieve business success without giving up your personal life? How does your methodology help with this?
Yes. It is absolutely possible. However, when the company is very small, especially at the beginning, it will demand a lot of time from the entrepreneur. This is where the warning comes in: putting together a management team and processes that allow the company to grow without suffocating the owner of the operation.
How do you feel when you see the impact of your methodology and teachings on the lives and businesses of so many entrepreneurs?
I am very happy. I truly believe that we are transforming companies into happier, more united and profitable environments. Generating growth and satisfaction for everyone involved.
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