Commercial & Go-to-Market Strategy for New Products and Businesses

work with commercial strategy and go-to-market planning, helping companies and teams make clear, well-structured decisions before launching or scaling products.

A significant part of my career has been focused on developing new products, structuring market entry strategies, defining pricing logic, and prioritizing distribution channels in uncertain or early-stage environments.

I previously co-founded and led the go-to-market and category creation of the first non-soy plant-based beverage brand in Brazil, at a time when the local market was almost entirely limited to soy-based products. This involved positioning, pricing, forecasting, channel prioritization, and working closely with retailers and strategic partners in a market that required education and trust-building.

Today, my work is centered on reducing uncertainty early. I help clients clarify what problem they are solving, for whom, through which channels, and under what economic logic — before committing significant resources to execution.

I use a structured decision-making approach to identify demand patterns, evaluate trade-offs, and define realistic commercial paths. Typical projects include strategic diagnostics, market research, pricing strategy, and go-to-market planning for the first 30–90 days of a product or business initiative.

I’m not focused on execution-heavy or operational roles. My value is in helping teams think clearly, prioritize correctly, and move forward with confidence.

Work Terms

typically work on a project or hourly basis, depending on scope and complexity.

I prefer clear objectives, defined timelines, and direct communication. Most projects start with an initial diagnostic or discovery phase before moving into deeper strategic work.

Communication is usually asynchronous, with scheduled calls when alignment or decision-making is required.