A Estratégia para CRIAR um ECOSSISTEMA de MARCA | O ADVISOR

You

came in here as accountants, you'll

leave here as business owners. We're projecting

this year [for music],

damn, we're

100% focused on accounting. A grin from

someone who's making money. What is the

combined revenue of the 434 clients?

I think it's just a matter of getting through to you, just to catch

your bias like that.

Let me just call XP here.

The guy will sort it out right now. I'm

sending you another client.

You're awesome, but I worked for you

today too, okay, son?

Also. Great. That's

pretty cool, huh? I think there's something fishy going on here.

What do you think of the idea?

Let's do it.

Let's do it.

Undoubtedly.

The channel is known for hat tricks, right?

Stone XP and iFood. He finished.

Ladies and gentlemen,

welcome to the channel. Today, that

most beloved segment of the channel. We'll have an

advisor here who's a great friend, and more

than just a friend, the guy who takes care of my

accounting architecture. That's right. I

have an accountant who helps me

with asset planning,

asset protection, real estate holdings,

equity investments, all that stuff

. If you think making money

is hard, you have no idea what it's like to

take care of the money you earn.

The more money you have, the more

work you have, the more structure you

need, and the more complex the whole

issue of wealth becomes. So today the

advisor is a friend, my accountant,

my partner Cris from Cirros. Let's try

to understand with him what the challenges are.

Let's understand what stage he's at

in his office. He's a guy who has already

brought a lot of technology to the

accounting field, and that has already led to several

spin-offs of his business. So,

welcome! Leave a comment

throughout the video, subscribe to the channel, and let's get

to another announcement segment.

Dude, first of all, thanks for your time, for being with

us.

Good

thing the man's presentation is over,

let's go, the responsibility has increased. I'm here

with a challenge and a task, right?

Wellington is with me in the office every day

, talking about ambition and the

growth of Cirros. Just to

provide some context, today Cirros is an

accounting business. We operate

within a niche segment, so our niche

is tech-up entrepreneurs.

Last year we sold millions, we made money

within the structure, and we're projecting

this year,

damn,

we're at

100% gross in accounting terms. Millions in

accounting is a pain, isn't it? Oh, the grin

of someone who's making money, [laughs]

damn. He's going bald, so

he's working his ass off.

The guy said, "Are you up for the top challenge?" What

time? I said, "Growth target,

ITEC sales. Figure it out."

Creepy, huh? Family-owned

niche accounting firm. Oh, you who think niche markets don't

work, huh? Look at the traction these guys

have gained in the tech and startup market.

So, what's the game, man? We

created this result as a comprehensive playbook,

right? It entered everyone's world,

all businesses, and what wasn't a

sexy and scalable business like

our service, became one. What did we do?

End of 2024, year 2025, expanding in

2026. We invested heavily in AI, technology, and

process automation. We increased

our bottom line margin from 19% to

32% last year. So we made a

deal there regarding profitability; we

have room to go up at least seven

percentage points this year out of 26.

So that's the game we're

playing. I'm

talking about doing something almost

like a tech business.

Oh, [ __ ]. That's not possible. I want to

own this business

that we looked outwards, damn it, this

accounting business, that started

receiving investment. What did we

see, man? All this

technological infrastructure that we've created and that

we're still building?

That's a good one, man! We created

a vision of automation and we're operating it in

our daily lives. So, we're

doing a pyramid inversion.

Most accounting firms

operate like a pyramid scheme, spending a lot of time

on processing and

bureaucratic routines, and little time with clients

delivering strategic solutions. Even after

what I experienced at G4,

strategic management opened my mind a bit in the

sense that we have to change the perception of

value in how the client hires us,

regarding what return, profitability,

etc., how they measure it, right? That's one

of the questions you always raise. And

we're on a mission to invert the

pyramid. So, fewer and fewer people are

doing the processing, and more and more people are working on

data analysis and supply. How many

clients do you have today?

Today we have 400,434. That's right,

434.

How many employees do they have in total? The

whole Cirros team has 78.

No, team, that's fine. How many employees do

all your clients have,

man? I don't have employees off the top of my

head, but the tech market has a

lot of freelancers, averaging around 1800 freelancers.

But you can add another 4800 for CLT (Consolidation of Labor Laws). 4

years under CLT (Brazilian labor law). That's it

. Okay, then

. Have you guys already invested

in that company from "

Ô, tô lá"?

I said, it was the

guy's investor. And it doesn't make sense for you to buy

it 100%,

man. He does. He

's a hell of an entrepreneur, the product is

good, it's a nice size, and I

think with that growth mindset

you have, which is a rare professional

these days, maybe it doesn't make sense to be a partner, it makes

sense for you to buy now,

because where the money is going,

right? You were lucky to be in a

service business at the time of AI, and

that turned service into an

equity opportunity, but you have

two major money levers here.

Employee. So, my brother, you can

become a distributor for iFood Benefits,

you can partner with iFood

Benefits, being the

distribution channel for

employee products is great. And then you can both

make money by creating solutions

and by earning equity,

which is exactly what G4 Tools aims to

be, okay? It's about using my

distribution power, which is greater than

yours, because I'm the guy's teacher

, and you're the guy's accountant.

Dude, and so, I agree with that

view, because even one of the products

we didn't have was how I deliver

value in business management to my

clients.

So, considering the employee

and the other GMV, what is the

combined revenue from 434 customers?

I'll give you two numbers, okay? That

was a blow. Available cash

was around 300 million, which is

capital that the guys invested in,

circulating in cash without centralized

investment. And when we talk about

revenue, I think it goes over a billion, man.

The last one we did

that goes beyond BI, but it goes way beyond that. Do you

earn anything from

this guy's payment transaction

today? No,

man. Look at this. You came in

here as accountants, you'll leave here as

business owners.

Pay attention. You have acirros, you

have accounting par. With your case study

, you can create an

education area. Just grab Johnny's case from

Serac.

We have it.

Beauty. So you have the

education part. Uh-huh

.

When education becomes as large

as you are now, you won't need to form

partnerships, you'll need to buy

offices. Why? To convert the

guy's flag into cirrus clouds. Uh-huh.

To have a good relationship with Recife, you

could either take a guy from Recife, who has a

cool office, and say: "Hey, do you want to

have a good relationship here to focus on tech?" And

then you'll have what are essentially

operating partners in these joint ventures, in the

capital cities where there are many tech companies, like

Recife and Florianópolis. So any

tech capital in Brazil, and off the top of my head I'm thinking of

Campinas, Florianópolis, Recife, João

Pessoa, Belo Horizonte, Joinville, every

tech hub in Brazil needs to have a

Cirrus Hub.

Dude, accounting. Within

accounting, you have

enormous potential in terms of employees and cash flow. Have you already

mentioned that you're an expert at partnering,

man? C XP direct no. Okay

, let's call them. And GMV.

Why? Because here, man, it's all about

transaction volume. How do you turn to

Stone and say, "Stone, I have 434

companies that you're spending money

on events for, damn it, to prospect these

guys. I have the guys. How do you

create a condition for me to be your

channel for this guy, but you pay me

per lead and create a solution model

where I earn a revenue on everything

the guy transacts?" That's already

another company. Today, it's already a

relevant part of, for example, Loja

Integrada, in terms of its revenue.

My client grew, so what does my

revenue do? It grows. In other words, I earn

more without expending effort. Man, the alpha of

earning money effortlessly is

huge. Because there are things that make

money, but you have to work a lot with

cash flow. So we'll go with

Stone. Here we'll talk to XP.

Why? XP is like this: let's create a

model where you teach my client how to

invest their cash flow and you

remunerate me for it. But for each client

I bring you, you help me

bring one to... Me. So you do XP

and turn it into your lead generator. And here,

my brother, you have a universe of

possibilities, guys. Here you have to

take the guy from Caju and make you a

channel for the guy from Caju. You have to

take the guy from IFU benefits and

make the guy from iPhone benefits.

So, why? Because

you can be an aide to the guy in all of this. You can

say: "Dude, how much do you pay me?" "

Half I'll generate value for my

client as a differentiator, half I

want as a revenue stream for my

business."

And it's an open game, right?

Win-win,

open game. Say, "Man, my

negotiation with Estonia, Stone gives me

1%, 0.5% I give you as cashback." Then

you have two options with this cashback. Either you

give it to the guy as a discount, or you

give it back to him as a

service discount.

And one of the things we talked about, that

we started doing within

prospecting, is because today I have,

okay? I have efficiency. So

we're developing a model where I

buy the guy leveraged with my

efficiency being two or three times

better than his.

You arbitrated the guy's value here.

I arbitrate the value, I have the

efficiency, I increase my

team's exposure. It's

only worth making money with what's

exponential. Besides that, it's service.

Service falls within this

accounting line. So, basically it's like

this. All this that I've built is

Cir Tools. And here you can see other

services you have for..." Okay.

We call it sustainability, right?

Tax recovery, structuring,

technology, BPO.

You can create CRUDs, which is what it is,

man. Okay, I have this base.

What are the types of things I won't

gain in variable income, but I will

gain? Damn, RFO, but wouldn't it be worth

it for me to set up an

investment office? I don't think so. Why do

I think not? Because one thing is

selling to Stone XP, another thing

is selling your brand, you have to

have someone to run it, you have to have

a partner. Damn, but if I become a partner,

man, then it becomes one of those things you know.

Damn, man. Then you don't gain strength, you do

n't have it. Here there's a trade-off,

because you bring the guy to XP, you

make money, but you make XP a

channel for you. What you'll gain from

the guy that XP will bring you in service

is much more than the commission you

earn by putting cash there. And here it's about

relationships. You turn to your

client and say: "I'm an XP partner,

"Brother." Damn, it's another level. Now,

Alfredo, we've secured 5,000 lives, and

we're like, hold on a minute. Is it worth

becoming an operator, a

health insurance broker? That changes things,

okay? Because then you'll sometimes see

that you operate so much, you generate so much

business for that person, and what

happens? Does it make sense for me to have a business like

this or to buy that business?

So the game changes substantially

here, you know? It challenges

management. Look, here we're thinking about

Cirrus Hub. Do you have a partnership program

with Cork?

Not Cork.

We were talking about it, but we were talking about

this now,

man. It has to happen, you know? You have to turn

to Cork and say: "I'll do your

accounting for free, and you come here,

put up an office called Cirrus Hub."

So, imagine having an office in a coworking space

in Recife, João, you can start with these

six here.

Man, we just talked about this

, but not thinking about a partnership,

we said: "Hey, the space where the "

Entrepreneurs connect and we

sponsor them somehow." Dude,

just a polite question to get

your perspective.

Let me just call XP here,

okay? The guy will sort it out right now.

[laughs]

He didn't know the board. He did

n't know it. I said, "No, the

man will."

I need to win a watch, Pedrinho.

I need to expand my collection. The drawer

got bigger now at the construction site and I

need to win a watch.

Hey Alfredo.

Lu, listen, a mission for you.

Oh, come on.

Cirros is currently the largest

startup accounting firm in Brazil. It has 434 startups.

Together they have around 10,000

employees, more or less 2 billion

in transactions. They don't have a

partnership with any payment method.

I thought about us doing a

Pagarme program with them, where they refer us to

clients, bring their

clients closer to Stone, and we

can create a revenue model with them

where part of the remuneration is given

as a benefit to the client in the monthly fee

or in new services, and part they

can create a new line of

Recipe.

Pretty cool, huh? I think there's a deal there.

We can schedule a meeting to talk. I'll

connect you with him today. He's here

with me, Cris. He's my accountant as an

individual, and we're doing a

segment here on YouTube called Advisor. And when

he told me, wow, about

his size, I immediately thought about

partnering with Pagarm.

No, really cool. And there's news coming

from Pagarm. And today we already handle a

super relevant volume in the market, right?

So I think we can combine these two

forces to create a win-win partnership

.

And then, of course, the only thing I

told him now, advocating on behalf of the

client, is that you'll also have to

refer leads to him. However many leads he

generates for you, you'll have to include him in

events, get the

technology companies that Stone already works with to

refer to him, right?

But that's how our partnerships work

, right, Alfredo? So it's all in-

house. Okay

. I'll send you

his contact information and I'll pass your contact information to

him.

Okay, Maria.

Thanks. We're in this together, Lu. Kisses. See you later. Big kiss. Bye

. Bye. [laughs]

A check. It's great

that most clients'

transactions are online, right? It's a startup, it has to

have a subscription, recurring payments. That's it

.

Hey Campelinho.

Hey, my wizard.

I'm sending you another client,

still dreaming of one day being an

XP ambassador. Man,

you're awesome, but I worked for you

today too, okay, son? Me

too. That's good. Listen, I'm with Cris

here. Cris has 434

technology companies, 300 million in cash added up across

all those companies. He's the accountant for

those companies. He doesn't have

any partnerships with banks.

Great. I'm on speakerphone. You're on

speakerphone. Are you on YouTube?

Ask.

Are you on YouTube? CR.

Hey. Everything good? Nice to meet you, man. The

pleasure is mine, man. Hey, let's schedule a,

let's schedule a chat.

Come on, come on, there's an opportunity at the table.

What these guys need most is how to

manage this

capital efficiently. We're very niche here in the

transactional part, and in

cash management, uh, foreign exchange, everything that's

transactional for the client.

Corporate treasury too, okay? The

risk management part, derivatives, I think it's

worth having a chat and, hey, let's

see where we can have synergy

here.

No, good,

Campelio, but I'll call you, I'm giving you

Cris's contact, the guy is really good at

business. He's growing,

damn it. I even think it's worth keeping him

on your radar for those plans

you have with the accountant.

Excellent. Thanks. Thanks, Cris. We can chat

on WhatsApp. Thanks,

Jun. Deal. Bye. Now we

have the famous hat trick here, right? The channel is

known for the hat trick, right? Stone XP and

iFood. It's over. Hey

, brother. What's up

, Arturzão? Everything good? Okay?

Great. So?

I'm here on Viva Voz. You're on YouTube.

I'm with an accountant who has 434

tech clients. These clients combined have over

2,000 independent contractors and 5,000 employees. I

suggested they become a

distribution channel for iFood benefits for

their clients. What do you think of the

idea?

Let's do it.

Let's do it.

Absolutely. Let's make it happen

then. Okay. I'm connecting you with Cris.

He's the CEO. They're

doubling in size. They're practically

starving. They already have a lot of

tech stuff. So I'm going to connect you with

them so we can do this test with

you guys, trying to distribute the iFood

benefit to their base. And that's what I

told him to do, something

like Melios. Part of what you would pay

him as a channel, he gives to his client

as a benefit, as a discount on the

client's bill, you understand?

Let's make it happen

then. Okay, I'll give him your contact information

, he'll call you. Great. We're in this

together.

Thanks, Artzio. Kisses, brother. Miss you.

Thanks.

Thanks.

You're crazy, man. Damn, I'm even a little

overwhelmed here, dude. You're nuts.

It's time for me to greet you and give you a

kiss.

[laughs]

So, we have three tests in hand. XP,

Stone, and iFood are

[ __ ] awesome.

Man, it makes a lot of sense thinking about the

customer journey. I mentioned one of

our advances, ah, yeah, the crazy thing is there's a

lot of opportunity in the base of the

community itself, you know? From the customers themselves,

the triggers, the transaction, the need, and

the number of people, you don't negotiate

for one, right? You negotiate for

everyone who's in the base, man. So it makes a

lot of sense.

And you answered the other question you

wanted to ask. Going from 10 million to 100 million. That's

true. Man, do you have a Playbook?

I've heard you talk about how to take

a business from 10 million to 100

million. You look at this structure

of opening channels, creating a

product, is that the playbook? Calm down,

Let's do a Hubi test in Recife.

Damn, [laughs] you're

really anxious. You're

really anxious. You

won't answer. But later I'll

connect you with my namesake Alfredo, who's a

G4 student and he has the biggest customer base in

Recife. So he's a guy,

man, I work with the biggest tech company in

Recife.

So he's an excellent guy for you to

do something with in relation to this.

Look, this 100 million playbook is

a playbook where in 5 years you

build authority and audience to

create a network of influence in the

market. I believe you're on that

path, because if you look at your

results from jumping, you're already on that

path. What we need to do

now is do exactly the playbook

I did with V4. Who are the

right people to give you authority? Who are

the right people to give you an audience?

What are the most relevant podcasts in the

market for you to participate in? If the

model that this exposure and

positioning lands on is good, it's

very difficult for you not to have 3,000 or 4,000 subscribers.

Clients, and it's... and being an

accounting firm. I think if you were to

take a company and help you create

a strategic plan, I would do

exactly this. You need a

plan to get to 1,000. You're talking about

acquiring 500 clients, you have to have

a plan to get to 3,000 clients,

you have to have a plan to get to

5,000 clients. The 2,500 I'm

talking about here is you learning how to acquire 500

clients, then you learning how to acquire

1,000 clients, then you

learning how to acquire 3,000

clients. In other words, you have three plans,

two gaps, to have the model to

scale your business.

This is the growth bridge you

have to build. Okay? You've acquired

500, 434 clients so far. How are you

going to acquire the next 500 clients?

You've acquired 500 clients. Now, how do

I triple the strategy I used to

acquire 500 clients to acquire... 1500?

If this validates, you have a company with

over 3,000 clients.

We've been looking at ads, and we've seen that

within other niches, things don't change much

, especially when we

talk about the service. So we understood

that the business model, the technology, is

validated, the niche, we've hit a certain number,

we're big. We thought about opening

six more niches. Do you think that makes

sense

within the structure? Think of the

playbook like this: doing an

accounting routine for a tech guy is the same as

doing it for a doctor, it's the same for

proportions, it's the same for someone in

education, for example. What

we talked about is opening within the

unibody strategy, buying offices that

have, in a way, centralized

revenue in these niches and focusing that there, you

understand?

I like it, but I think you have to

be much bigger in tech; there are many

more tech companies in Brazil than 434

companies. So I personally wouldn't

do that now. First, I would create

this LTV machine, which... Today you

're only growing by acquiring

new clients. You need to learn how

to make money with the clients you already

have. When you have these two

avenues of growth, then I would move on to the

third: new business. And then,

maybe what you need isn't to spend

money buying an office that already

operates in that segment. Maybe what you

need is to find someone who is an

opinion leader in the segment. So, like, take

Volp and say: "I want to

create medium-sized accounts with you." Why?

Because then you'll do a joint venture

with the guy, give him 30-40%,

keep 70%, operate it, and he

'll basically be a

distribution channel for you. It's not worth

buying an office, you know, for

something where you know the intelligence

is within you and inside a software.

So what an accountant passes on to

a small client is very little. So there's

no value in the guy's knowledge. And

his portfolio is acquisition.

You do acquisition, my brother, by finding an opinion leader.

Based on market opinion, and leveraging

your technological background, your track

record, packaging that into a

service for their customer base.

All we did along the way was

take startups that serve a specific

market, that are already my clients, that already

have my trust. I looked at their

customer base and said, "I'm interested in this." That's

cool, but that's what I'm

telling you. It practically becomes a

business creation within your

client. Your client is the

influencer, as I said, your

client is the partner. You just have to see

why it's this kind of thing, you have to

start defining a minimum size

to make it worthwhile. So today at G4

we don't launch any product

that doesn't have the potential to generate 100

million a year. Why? Because otherwise it

won't be worthwhile. If I have a

product that generates 10 million a year, 20

million a year, for the size of the company, it does

n't make sense. It doesn't justify spending

physical space, hiring headcount,

spending our time. So, for a

product to exist, for a project to exist... "

I see this here generating 100 million a

year, I see it. So, let's spend time

getting it off the ground. The effort has to be

worthwhile. The maturity of a manager

is precisely being able to say no to what's good

in order to have what's great, you understand? So

, there are things that will be good, but

not good enough. This happens a lot in

our lives. I'll pass on the

contacts and I want to know in three months

how this idea is going and

how much revenue you're getting from acquiring

new clients, how much revenue you're getting from

current clients, your MRR, and how much you're

making from the company's revenue expansion tools

. You have to look at these

three numbers. How much are you selling,

how much is your MRR, all three have to

grow. You can't use the

traditional model of just looking at how much you bill.

You have to look at how much each

growth avenue is generating in order to

create targets for each one. Yes, this

year our growth was very basic,

even so, even more so taking advantage of the

tax reform, right?

No, and man, there's a lot of partnership

with Ena's office, because your

client..." It's small, so your client

will need to go to Ena, think

about becoming a partner or buying an

accounting firm, you have to

partner with Movon Marcas, I'll

send you a client to register the brand,

you tell me how we can profit

together. So, man, there's a lot

you guys need to connect that you

're not even considering yet.

We're also looking a lot at

fund managers, partnering with

them, educating their base.

Yeah, I think there's an area here that

you shouldn't outsource, but you

should have a fourth partner there that

I think generates volume, which is the

structuring of FIDICs (Investment Funds in Receivables), that

startup part, man, it's booming and it's a business

that makes money, that's worth your

effort, you know? It's not worth earning

commission on small things, it's worth

earning as a channel and generating benefits for

your client,

my brother, it's better to focus on what's

worthwhile. Got it?

Very good.

Thank you, man. An honor to be with you.

An honor for me. Thank you,

guys. That's it. You Did you guys like the

accountant ad, huh? Check it out. Send it to your

accountant and see if he's really

innovating. If not, I recommend G4. Listen,

QR code on the screen. If you want to sign up for

our in-person program to experience

this live in our three-

day course, just sign up, talk to our

team, and I'm sure they can

help take your business to the next

level. Leave your comment, subscribe

to the channel, and let's sell! Thanks.

End of the year, the clock.

Oh no, no, Pedri. If a Rolex doesn't fall

, it can be an entry fee. I don't

know what gratitude is anymore.

Stay tuned.