Board seats, management and commercial, financial and operational restructuring for mid-sized and large family businesses. Twelve years, twenty-eight projects, São Paulo.
Six in ten Brazilian companies close before their fifth year. Rarely for lack of a market — almost always because of how they are run.
We step in at any stage of the life cycle — and the work adjusts to each stage.
Revenue rises; margin does not. Precisely when sales peak, cash runs short. At the table, no one can say where the money went — everyone is looking at a different number.
Everything goes through two or three family members. There is no forum for disagreement that keeps it away from Sunday lunch.
Succession, a partner coming in or leaving, a sale or a capital injection. Whoever arrives — heir, partner or buyer — looks first at what was left for later. Every open issue becomes lost value or a deal that does not happen.
Seven of our 28 projects. Different sectors, sizes and countries; the same method — and growth on solid ground.
| Company | Result | Context |
|---|---|---|
| Lucki Appapp · hospitality · USA | Project currently raising investment | US market and competitor mapping, a full business plan for the Miami launch and expansion into New York, Texas and California; steering the app to beta and the pitch deck for the fundraising rounds (2023–2025). |
| Lima Consulting Groupservices · technology | Revenue +187% EBITDA +93% Net income +88% | Financial reorganization of the Brazilian operation during its domestic expansion and the pursuit of opportunities in Europe. Valuation conducted in response to takeover interest from a competitor (2017–2018). |
| Munte Construções e Incorporaçõesconstruction | Launch of two new developments in the city of São Paulo | Market diagnosis across several state capitals: sizing the opportunities, the level of saturation and the competitive position for new commercial and residential building launches (2017). |
| Grupo Consensoindustrial compressors family business | Revenue +54% Net income +33% | Commercial and financial management, including a plan to expand into other states with a field sales team. Cost reduction by identifying bottlenecks and hidden operating costs in contracted services delivered to industrial clients (2017–2023). |
| Metropolitan Transportstransport and logistics family business | BRL 324M/year under management | Cash flow management for supplier payments during the restructuring of the business in Brazil, within a court-supervised reorganization (2016). |
| Grupo JBtextiles · manufacturing, wholesale and retail family business | Revenue +42% BRL 34.1M → BRL 48.6M/year | Commercial, financial and operational management and restructuring, including the product portfolio across twelve segments of the economy. Results achieved over three fiscal years (2016–2019). |
| Luana Plásticosdistributor · plastics and tarpaulins family business consulting and board seat | Revenue +81% Net income +43% | Internal diagnosis and market assessment, followed by commercial, operational and financial management — segmentation of customers, suppliers, inventory, brand portfolio and cash flow. Repositioning of the company, recovering revenue, contribution margin and net income. Sustained growth before, during and after the pandemic (2014–present). |
The way of thinking behind the 6 levers, the 4 stages and the 3 entry points.
We think like shareholders.
First understand. Then decide. Only then, execute.
We take the plan off the page — until it turns into cash.
We work as managers, alongside those who run the company.
When we leave, the method stays with the team — and the company moves forward on its own.
What took generations to build deserves more than hours and reports. We answer for how the results evolve.
Wherever the company loses money — from the symptom the owner recognizes to what we do to fix it.
The plan exists, everyone agrees — and no one owns it.
We turn intent into a plan with deadlines, numbers and owners — and review it every cycle, not just once a year.
The company competes for every customer and loses money on half of them.
We define where to compete and, above all, where not to — and lead execution until the result shows up in cash.
Sales fell, and no one knows whether it was the market, a competitor or the company itself.
We read the landscape and the competition through numbers, separate cause from symptom — and only then decide which markets to enter, expand or exit, in Brazil and abroad.
Selling more, keeping less.
We break down profitability by product, category, customer and channel to separate what makes money from what only makes work. Then we adjust margin, working capital and cash flow — the math that sustains or sinks any strategy.
Each area works well on its own and poorly with the others.
We get sales, operations, finance, marketing, HR and technology rowing in the same direction, guided by the shareholders’ purpose and the company’s history — never by fads.
A buyer, a partner or a fund has appeared, and no one knows what the company is worth — or how much it stands to lose in a poor negotiation.
We conduct the valuation, the due diligence and the deal structuring, and sit at the table with shareholders, investors, banks and funds through to closing. We protect the legacy, the credibility and the value the family took decades to build.
In this order and with no shortcuts — from assessing the company to the governance that sustains the result.
Inside, immersion in the commercial, financial and operational areas. Outside, a read on the market and the competition. Numbers before opinion.
Action plan with timeline, priorities and a named owner for each lever — including HR, governance and technology.
A recurring presence throughout implementation. When reality changes, the plan changes — and the agreed result is still ours.
Written agenda, minutes and KPI report. A forum for decisions that keeps disagreement from becoming family conflict.
Each stage has its own playbook and tools — proven in 28 projects before they reach your company.
Our fees follow each company’s revenue bracket and the complexity of the case — never the hours. The fixed fee is agreed before we start; the share of results exists only if the results come.
One entry point for each moment in the life of the company. The first conversation finds the starting point.
Those who want to understand the problem before deciding the scale of the intervention.
Internal and market assessment, an action plan with owners, timeline and priorities.
Those who already know what they need and want execution seen through to the result.
Commercial, financial and operational management and restructuring; or M&A, valuation and due diligence.
Family businesses that need a forum for decisions and continuity from one cycle to the next.
A board seat with written agenda, minutes, KPI report and follow-up between meetings.
When the case calls for it, we bring together corporate, tax and accounting specialists under a single coordination. Each answers for their own area; you gain an integrated view without hiring and managing separate firms.
João Marcelo Sanches Miguel founded Abonz Timone in São Paulo in January 2014. He is an economist from PUC-SP, holds an MBA in Strategic Business Management from FAAP and a specialization in Finance, Mergers & Acquisitions and Valuation in the United States.
Before that, he spent fifteen years as an executive at Nestlé, British Petroleum, Yamaha, Grupo Roma and Grupo BMG.
With twelve years at the helm of Abonz Timone, he has worked from manufacturing to retail and from financial services to energy — in Brazil, the United States and Europe.
Reporting directly to the President and the Executive Vice President, with a mandate to represent the shareholders in the management of the companies, in strategic decisions and in M&A transactions.
An advisory board does not carry the statutory liability of a board of directors. Less legal exposure, and a decision the family itself establishes and legitimizes.
A written agenda, minutes and a KPI report give disagreement a formal place. That is what separates a difficult discussion from a rupture between partners who are also relatives.
Annual mandate, with follow-up between meetings. The board member arrives knowing what was decided in the previous cycle, what actually got done and how each indicator has evolved.
A house in order is a house that can be valued. Anyone who has run valuation and due diligence on both sides knows what a buyer will look for — and what must be ready before the conversation begins.
Endorsement is what a company receives from outside and builds up over decades. The helm is where it makes its decisions, in short meetings and under pressure. We work where the two meet.
To vouch for: to attest to someone’s good standing before third parties. It is the endorsement someone else signs on your behalf — never what a company proclaims about itself.
The helm. The point from which the course is corrected, by the hand of someone who has sailed that stretch before.
No corporate presentation, no proposal before we talk. If it is not a case for me, I will point you to someone who can help.