Entrepreneurs

Fear is normal: more than half of Brazilians feel it. Don't try to eliminate it. Shrink the size of the risk: test small, with a deadline and a loss limit.

It can be, if you go in knowing the numbers: 29% of MEIs close within 5 years, most often from lack of planning and of cash control.

Don't quit on impulse. Test the business on the side, save 6 to 12 months of living costs and leave only once the new income is already showing up.

Start with what eats your time: answering customers, writing posts, organizing spreadsheets. Use AI as an assistant, review it all, protect personal data.

AI changes tasks; it doesn't erase trust between people. Businesses at risk only repeat tasks; those using AI to serve better gain time.

Talk to people who would pay, without selling; then ask for a real commitment, like a reservation or pre-sale. Invest only when someone agrees to pay.

An idea alone can't be patented in Brazil. Protect the brand at INPI, register what is an invention, use a confidentiality agreement and execute fast.

Sort out who said no: customer, investor or relative. Only the no of those who'd pay calls for change. The others call for a small proof, not giving up.

Maybe. The sign of too early: the problem exists, but customers don't feel the pain yet. Keep the idea alive in a smaller version and watch the signals.

Start with the minimum, using your own or customers' money (pre-sales). Credit only with a plan, from official sources, with payments that fit.

The money that pays the bills between buying and getting paid. Add up a month of costs and the time until you're paid; lacking it closes companies.

Worth it when it funds something that earns revenue and the payment fits your worst month. Prefer official lines like Pronampe; compare the CET.

It's harder, but there are ways: negotiate and clear the company's record first, credit unions, collateral, receivables. An upfront fee means a scam.

Choose for values and skills that complement yours, not for friendship. Test working together and sign a partners' agreement before things work out.

Read the articles and partners' agreement, give notice in writing, get the balance sheet to value your share and register your exit at the Junta Comercial.

Don't react on impulse. Gather evidence, ask for access to the company's accounts, give written notice and see a business lawyer before acting.

Start with your network, offer something small and specific, ask for referrals and real testimonials. The first customer comes from a talk, not an ad.

Add direct cost, your share of fixed costs, taxes and fees, and the margin you want. Then compare with the market. A wrong price sinks even big sellers.

Find where the sale stalls: no one sees it, they see but don't get it, get it but don't trust you, or trust you but find it pricey. Each has its own fix.

Write down all money in and out, with dates, in a weekly sheet. Project the next 13 weeks and see where the balance turns negative before it happens.

Have an account just for the company, set a fixed monthly owner's draw and never pay household bills with business money. Profit is withdrawn separately.

Stop taking on costly debt, list all you owe, prioritize taxes, wages and secured debts, negotiate in writing and fix the cause. See an accountant early.

Give up the format, not yourself, when no one pays after honest tests, the cash has crossed the red line you set, or your health is at stake.

Persistence isn't stubbornness: keep the purpose and change the method. Short goals, small wins written down, people around you and real rest.

Pivoting is keeping what works (customer, skill, asset) and swapping what doesn't (product, channel, model). Test the new route small.

Start by selling what you know how to do: a service, made-to-order resale or work using someone else's setup. Use profit from the first sales to grow.

Innovating is solving a customer's problem better, not buying costly tech. Listen to complaints, change one detail at a time, check if customers noticed.

The best one combines three things: something you know how to do, a problem people near you pay to solve, and a low cost to test.

Validate first without any app. Then use no-code or AI tools for a simple prototype, and bring in a professional for security and data.

Gain experience before taking risks: work or intern in the field, take free courses, start with a small version and keep a mentor close.

Define the activity and type (MEI, ME, LTDA or SLU), choose the tax regime with an accountant, register at the Junta or gov.br and get your licenses.

Yes, if you live in Brazil legally, with a CPF and a residence authorization (CRNM). Registration is free on the Entrepreneur Portal.

A foreigner can be a partner in a Brazilian company. You need a CPF; to manage it, you generally must live here. Non-residents act through a proxy.

First get a visa that lets you run a business, then study the local market, open the company with a local accountant and start with a community you know.

Exhaustion that rest doesn't fix, cynicism and falling performance are signs. See a health professional and reduce the load. In Brazil, CVV: 188.

Almost every founder feels they carry it all alone. Build a network of peers, have an outsider to decide with and tell the truth to those close to you.

First, prove traction with customers. Then seek the right investor for your stage (angel, accelerator, fund, regulated crowdfunding) through referrals.

In a few minutes: the problem, for whom, your solution, proof it works, how it makes money, who the team is and what you're asking for. No promises.

Close what ended properly, take stock of the lessons, restart smaller with better partners and contracts. The law offers a fresh start after bankruptcy.

Generally yes: a bad credit record doesn't stop you opening a company. A bankrupt not yet discharged and certain convictions can. Credit gets harder.