Alex Ferrari. Growth and product strategy, run from the operator's seat.

uMode sells AI-driven PLM software to fashion enterprises that buy slowly and change slower. Growth was capped by unclear positioning and no go-to-market structure. I rebuilt the growth foundation end to end: positioning, a structured growth team, playbooks tied to the business model, and the most relevant podcast in Brazilian fashion to make the brand the reference in its market. uMode passed $1M ARR, growing 80%+ year over year, with the path to break-even cut in half.

Kroton needed its new venture, Consultoria Educação, to prove that independent education consultants could become a real acquisition channel: 10,000 enrollments to validate the model. I ran a growth team plugged into Kroton's own, with structured experiments across acquisition, activation and retention, from direct sales to paid media and product-led marketing. Data decided what scaled. 10,000 enrollments in year one, past 50,000 in year two, and the channel is still scaling.

Jumlaty, a wholesale grocery app across Saudi cities, needed more daily orders without touching price or delivery. We went after push notification conversion: audited the existing audiences, found the segments with real purchase intent, and rewrote targeting and messaging to match. Engagement rose eightfold, orders generated rose 30%, and the team kept the experimentation routine running after the engagement ended.

VTEX's SMB vertical, Loja Integrada, grew on paid media, and without a continuous experimentation engine a paid strategy quietly bleeds. I set up a high-tempo test cadence across channels, aligned on acquisition cost and strategic impact, and cut what the numbers could not justify. Acquisition cost fell 30% in the main channels, with spend pulled from campaigns that never performed.