Peixe Urbano

Sep 23, 2022

September 23, 2022 - Advertisement - Julio Vasconcelos Founder and Managing Partner is @Atlantico, one of the leading early-stage funds in Latin America. Before the enterprise world, Julio got his break in the startup world, as Facebook’s first country lead for Brazil. Julio then co-founded Peixe Urbano, a company he grew to over 1,200 employees and $100M+ in revenue. Following the sale of Peixe Urbano, Julio became an [email protected] Capital where he met Scott Belsky. Scott and Julio co-founded Prefer, the benchmark-backed company that was changing the future of work. If that wasn’t enough, Julio has a stellar angel track record with prior investments in the likes of Ipsy and Quinto Andar. - Advertisement - 1.) Entry into Startups: - Advertisement - What are Julio’s 1-2 biggest takeaways from being Facebook’s first hire in Brazil? What does Julio know now that he wishes he had known early in his career in startups? 2.) Lessons from Scaling Peixe Urbano to $100M in Revenue: How does Julio advise founders when is the right time to launch another product or market? How does Julio advise the founders on the right balance between growth and unit economics? When times are tough, should founders cut fast or take slow cuts? What is irreversible? What are the biggest and worst things to break in hyper-scaling? 3.) Investing: Why Not Enough to Win: What is more important, a great marketer or a great founder? Why don’t you play VC enough to win today? If they don’t play to win, what do they play to do? Why is greed the number one enemy of enterprise returns? What is the biggest investing lesson Julio has learned from Benchmark founder Andy Rachleff? How have they affected his investment mindset? Why does Julio believe that you can have a closer relationship with the founders as a VC, and not as a VC? How did Julio’s investment approach change with the transition from angel to VC? Does Julio believe that boards really add any value? If so, how? What is Julio’s biggest investment hit? How did it change his outlook? What is his biggest drawback? How did it affect his mindset? 4.) Future for LATAM: Is Julio as concerned as I am with the removal of development stage capital from the LATAM ecosystem? Does this mean a higher death rate for LATAM companies? How does Julio advise founders? How is the adoption of technology in LATAM fundamentally different from that in the US?