In 2013, FCAMARA was already emerging with revenues of over R $ 40 million, but the following years were even more transformative for Fabio Camara’s company. Since then, the company has multiplied its revenue, reaching the half billion reais mark in 2024. The growth, according to the executive, was accompanied by intense challenges. “Growth pains are relentless. If you don’t act, they bring you down,” he said in an interview with the program From zero to toppresented by Mariana Amaro.
It was during this time that he realized the need to reinforce the company’s governance. Before, it centralized everything: it was HR, financial, commercial and still programmed when I could. Recognizing the Achilles heel in the financial area, he tried to hire executives – to no avail. There were three financial directors fired in sequence. “I’m austere, I don’t have a speedboat, I don’t have a plane. But that’s not what the company needed.”
The turn came at a moment of cashier. Camara needed $ 3 million to cover the payroll and faced resistance from banks, even with the company earning $ 47 million. Surprisingly, he got the value via his personal account manager, which made him realize the fragility of the corporate structure. “In the individual I got it. In legal, no. It was all wrong,” he says.
Continues after advertising
From this, he sought to reinforce governance, associating with a former banker and an Executive with experience in M&A (mergers and acquisitions). This was, according to him, the “second phase” of FCARA’s growth. The Information Technology Company today has 1,700 professionals and international performance in countries such as Portugal, England, Belgium, the Netherlands, the United States and, soon, the United States.
Eye on IPO
With a global presence and acquisition plans in the United States, Camara even considered to open the company’s capital in 2024. However, the macroeconomic scenario and the closure of the IPO windows postponed the plans. Moreover, the decision on where to perform the opening of capital is still under evaluation – and Brazil, although desired, does not seem the most likely destination.
“Brazil has no comparable in my sector. When I speak with the scholarship, they ask me from tractors and warehouses. But I sell intellectual capital,” he explains. As a result, markets like the United States, England and Portugal emerge as the most viable options. “Today I am being pampered. London Stock Exchange and Euronext court me,” he reveals.
Continues after advertising
Despite the uncertainty about where IPO will occur, Camara already has a clear plan: raise the slice of severe currency revenues from 15% to 60% before the opening of capital. And prepares for this: four years ago has been auditing with KPMG and participates in roadshows around the world, talking to publicly traded investors.
The goal is ambitious – to open capital as an anchor company, able to inspire other Brazilian women to follow the same path. “I want to be the first to enjoy the new window. To show that it works. But it should still take time. We’re talking about 2027 or 2028,” he says.
Lessons from an ex-Office boy
The story of Fabio Camara begins long before the FCAMARA. At 14, he worked as Office Boy. Then he made freelas recording weddings. He also tried to undertake on other fronts, some unsuccessful, before consolidating his trajectory in the technology and innovation industry.
Continues after advertising
These experiences, he said, helped shape their leadership style. One of the main learnings was understanding that a company is not a family – and that maintaining professionalism is essential. “When there is too much personality, the focus is lost. This is true even for relationships with partners and directors,” he says.
Camara admits that it was not always easy to make difficult decisions, especially in relation to close people. But it stresses that maturity as a leader came precisely the ability to learn from errors and to maintain clarity about the company’s long -term goals.
And it is with this perspective – firm and pragmatic – that it intends to lead the FCARA towards IPO, with a global scale and focus on market value. “I still have a lot to build. But I’m gaining muscles for it,” he says.
