Renato Sá, CEO of Tintas MC, grew in the midst of cans and brushes, but never imagined that he would care in the paint sector. Son of the founder of the network, who today has more than 100 units throughout Brazil, Renato spent his childhood and adolescence within family stores, but his dream was to follow another way.
“I imagined I was going to be an athlete, I even played volleyball for a while, but I didn’t reach the professional,” says the executive. Despite the trajectory that seemed obvious to those who grew up alongside their entrepreneur, Renato never pretended to follow the founder’s footsteps.
No podcast From zero to toppresented by Mariana Amaro, the CEO recalls remarkable moments of his trajectory and talks about the challenges of managing a family business.
Renato admits that it was not easy to deal with the pressure of continuing a 60 -year -old legacy, especially amid the country’s economic difficulties.
“A company with so much market time goes through all possible crises. We have already faced high inflation, exchange economic plans and even the impact of Covid-19 pandemic.”
Challenges and learning in the management of a family legacy
One of Renato’s greatest learnings was the complementarity of the partners. During the early years in MC paints, he had to understand how the differences between managers were crucial to the success of the business.
“I didn’t have this perception when I was younger, but over time I realized how important each piece is. It helped me deal with family members who are not family and respect the dynamics of the business,” he explains.
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Renato also remembers the strong influence of his father, who carried with him a patriarch leader’s stance. “My father has always been an example of dedication, but family business is not a sea of roses. There are many internal challenges, especially when governance is not well structured,” he ponders.
The loss of Manuel, founder of the network, was one of the most delicate moments, demanding a reorganization of management.
Business model pandemic and reinvention
When Covid-19 pandemic hit Brazil, MC paints lived moments of tension. Uncertainty about the future generated anguish among managers, but Renato saw an opportunity for quick adaptation.
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“We had almost 100 own stores and starting the franchise process. The concern was huge because we didn’t know if we could keep our doors open,” he recalls.
However, consumer behavior has changed unexpectedly: home people began to worry more about renovations and environments improvements.
“In the end, it was positive for the business. People came to notice details they didn’t see before, such as a hole in the wall or a worn painting. This generated a growth in sales,” says Renato.
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Reconstruction of governance and vision for the future
The need to professionalize the management was clear when Renato decided to move away from the company for a period, after disagreements about the direction of governance.
At the time, the founder’s death brought out structural problems that had not been prepared. “It was a very emotional moment, and I realized that I needed to undertake something from me, outside the shadow of the family,” he says.
After a period of restructuring, Renato returned to leadership with a new perspective, valuing meritocracy and transparency.
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“Today, the big challenge is to be prepared for rapid changes. The market is increasingly dynamic and we need to be agile to stay competitive.”
With robust revenues and expansion plans, MC paints consolidates itself as the largest paint network in Brazil, always seeking balance between tradition and innovation.
About zero to the top
In more than 200 episodes, Videocast/Business Podcast from scratch tells the story of entrepreneurs and entrepreneurs behind the largest companies in the country.
In each episode, Zat brings a founder or founder in a frank conversation about how he started business, the challenges faced over the years, uncertainties and decisive moments for the company.
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