Track record
Where the system was built.
The method did not come out of a course. It came out of eight years structuring commercial operations inside institutions where a process error is expensive.
In results generated across the corporate track record.
In commercial structuring inside large organisations.
Global financial institutions, in Brazil and abroad.
st in Brazil
Synthetic securitisation in Brazil, an operation he took part in.
The operations, in the press
- Santander Brasil raises US$ 141 million in a “synthetic risk transfer” with IFC
- Santander Brasil repositions its SME brand and launches new benefit packages
Coverage of the operations described on this page. The articles are about the operations and the institutions, not about the founder — his participation in them is stated here.
01 — The institutions
Eight years learning to build structure that cannot fail.
IFC · World Bank
Itaú
Zurich
ACE Venture · Cubo Itaú
Professional track record of Revant's founding partner. These institutions are not clients, partners or sponsors of Revant, and their mention here does not imply any commercial relationship or endorsement on their part.
02 — The bridge
The right question is whether this works at your scale.
It is a fair question, and it deserves an honest answer. Nothing that works in a global bank works when copied into a twenty-person company. The scale is different, the budget is different and the decision time is different.
What transfers is not the tooling — it is the reasoning. Measure installed capacity before investing in demand. Derive price from margin, not from competitors. Write the sales process so it survives a change of people. Set targets by funnel stage, not by annual ambition.
In a financial institution, that reasoning occupies entire departments. In a mid-sized service company, it fits into four stages and six months — provided someone who has already run it at scale does the translation.
The same reasoning, at your scale.
03 — Who does the work
Three clients at a time, and always the same person.
Revant has no service desk, no account manager and no junior analyst running the implementation. The person who runs the diagnostic is the person who writes the process, trains the client's people and sits in the fortnightly meeting.
That imposes a real limit of three simultaneous clients. It is a capacity constraint, not a scarcity tactic — and it is the same calculation from Stage 01, applied here.
01
Marcos Macedo
Founder. Runs the diagnostic, the implementation and the follow-up, from start to finish on every project.
02
No intermediaries
You are not introduced to one person and then handled by another. There is no handover after signing.
03
Stated availability
When the three slots are taken, that is the answer — with the date the next one opens.
See how this applies to your company.
Sixty minutes of diagnostic, at no cost. The translation to your scale happens in the conversation, not in a corporate presentation.