“If you have a certainty in the business world, it is that new uncertainties will come.” It is with this phrase that Vivian Sesto, head of commercial shares of XP Empresa, summarizes the need for companies – especially small ones – build a financial mattress to face unforeseen events.
In an interview with journalist Mariana Amaro, at Podcast From zero to topThe executive detailed how this simple strategy can be the difference between sinking or crossing crises with more security and long -term vision.
Vivian’s first orientation is to establish a minimum cash reserve, aimed at protecting the business in times of crisis – such as the various political, economic and sanitary episodes experienced by Brazil in the last decade.
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“Every company should evaluate its monthly fixed costs and book 3 to 6 months of this amount in the PJ account,” he explains. This reserve ensures that even in the midst of instability, the entrepreneur can maintain the operation and negotiate with suppliers and partners in a more strategic way.
This financial breath not only ensures the survival of the business, but also allows the entrepreneur to take advantage of opportunities that arise amid turbulence.
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“With a minimum reserve, the company is structured to protect the present and draw the future”
In addition, the minimum box concept is far from exclusive to large corporations. Vivian stresses that it is especially important for small and medium enterprises, which account for about 95% of active CNPJs in the country – according to data mentioned by her in the interview.
The pain and opportunities of small businesses
For smaller companies, facing challenges such as high tax burden, lack of qualified human resources and technology limitation, the professionalization of cash management is even more urgent. According to Vivian, many of these businesses do not even have a structured financial team, which makes strategic decisions difficult.
Even with reduced teams, the expert advocates the importance of constantly evaluating the company’s culture and the adequacy of the team: “Would you reconnect the people who are with you today? Are you happy who chose to walk by your side?”.
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Alignment between leadership and employees is essential to implement control and predictability routines.
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The executive also presents an essential concept for business structuring: the business pyramid. In it, the base represents the operation, the environment takes care of the tactic, and the top concentrates the strategy – the irreplaceable task of the entrepreneur.
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“It’s the owner’s role to think about the future and make strategic decisions. So he needs to ask himself: am I accumulating functions that keep me from occupying this position?”
With clear processes and task division, small businesses begin to build a more solid base. “A minimally organized structure gives the entrepreneur more security and prepares the land for the scalar company.”
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With almost two decades of financial sector experience – including passages in XP’s private banking and corporate areas – Vivian shares good practices observed in large companies and, according to her, can be adapted by business of any size.
Once the minimum reserve has been constituted, the next step is to institute an investment policy for cash. “It is about defining, based on the seasonality of the business and the predictability of income and expenses, how and where this money will be safe, liquid and profitable,” he says.
This policy acts as an internal manual that guides financial decisions, ensures autonomy for directors and avoids noise among members – especially in family businesses, with different risk profiles.
“What is conservative for one may seem risky to another. Having a clear document avoids conflicts and gives transparency to the choices.”
In addition, the investment policy details elements such as deadlines, types of funds, expected profitability and even financial institutions authorized to custody resources. “In Brazil, where the cost of capital is historically high, those who know how to work well the cashier can turn liquidity into opportunity.”
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How to monetize the daily cashier without falling into traps
Even without medium or long term reserves, all companies can – and should – work on the efficiency of the Giro cashier, the one used for everyday expenses. “It’s the nervous box,” jokes Vivian. And it is precisely at this point that many entrepreneurs end up paying more than they should in taxes.
By applying short -term funds on solutions with deadlines below 30 days, the company pays IOF and income tax on profitability. “There is a single solution on the market today that avoids this impact and allows profitability even in the very short term,” he says.
Vivian argues that efficient cash management should be on the radar since the first CNPJ, regardless of the size of the business.
“It’s a mistake to think that this is just a big company thing. The sooner the internalize these practices, the greater the chances of sustainable growth.”
For her, the secret is to combine protection with strategy: create financial mattresses, maintain discipline and professionalize decisions. “Having money standing is not synonymous with security, but of waste. Already having a clear and aligned policy with the partners transforms the cash into a growth lever.”
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