We had to invest in technology with a tailored methodology
Accelerating business has been a premise that has accompanied the trajectory of the Greenz agency since its rebranding five years ago. Partner and CEO Fábio Meneghati explains that this differential is the result of his knowledge in the agency market, the last of which was the now-defunct VMLY&R, where he was in charge of customer service, as well as his peers, PH Gomes and Gabriel Bernardi. The data-driven approach, in Meneghati’s words, positions the business to serve its clients’ interests, ahead of those of the agency. Currently, according to Cenp’s metrics, it had revenues of R$179 million in 2023, but it is expected to exceed R$250 million this year, an estimated growth of 40%. Its clients include Stone, Nestlé, Raizen Power, Grupo HDI, JBS, Mustela, Skecheers and Money Money Invest. It is the sixth independent agency in the Brazilian market.
You started at MPM and worked at the agencies Mood, Lew’Lara\TBWA and VMLY&R. How did this experience help you build the Greenz product?
The essence of Greenz comes from experiences, some good and others attributed to opportunities that arise in the market. Five years ago, PH Gomes, Gabriel Bernardi and I created the concept of the company functioning as a business accelerator. In other words, focused on the client’s business in a literal and dedicated way. How can we improve the internal quality of life and at the same time accelerate the careers of our employees? This was Greenz’s second strategic point. In agencies, although these pillars are somewhat obvious to service providers, they are not implemented in this way. So, I understood that there was an opportunity for improvement, both to generate business for the client, not to focus on the agency as a priority, and to advance in the team aspect.
And what is the result?
In my view and that of the partners, the consequence of what is done for customers and the care for staff is the strengthening of the business. To make this fluid and not just remain on paper, we had to invest in technology with a tailored methodology. Because the world is guided by decisions that come from data. Therefore, we needed to have a connected ecosystem to make the best choices.
And how was this investment consolidated?
First, it was independent. Greenz is an agency owned by an owner with no ties to any group. It is an opportunity space that required an investment of R$3 million so that we could have a structure in this martech segment, which is experiencing a lot of M&As (mergers and acquisitions). With proprietary organization and methodology, we would have the strength to face the challenges of opening an agency in this era marked by data, which needs to be deciphered so that strategies can have the effect of accelerating business. Regardless of the segment. It could be Stone, where we take care of communications. It could be Raízen Power, where we serve the energy part. It could be JBS, which is B2B. And it could be Nestlé, more content.
Read the full interview in the September 2nd print edition.
