Como um programador do interior do Paraná criou a DB1 sem investidores

Name: Como um programador do interior do Paraná criou a DB1 sem investidores
Uploaded: 2026-02-06T16:02:08.000Z
Duration: 2 h 24 min 48 s

Introduction to Ilson Rezende and DB1

Early Exposure to Technology

Ilson Rezende first encountered computers at around 14-15 years old, initially focusing on a career in the market rather than entrepreneurship.

He worked as a programmer, analyst, and project manager for two years, developing components aimed at creating software quickly and cost-effectively.

Transition from Project Management to Entrepreneurship

Despite being a good project manager, Ilson questioned his entrepreneurial skills and considered returning to an executive career.

DB1 was founded in Maringá, Paraná, growing over 25 years into a leading technology company in Latin America with significant revenue and client base.

The Journey of DB1

Growth and Success

The podcast host introduces the episode featuring Ilson Rezende as the CEO of DB1, highlighting its impressive growth of 70% over the last three years.

Personal Background

Ilson expresses gratitude for being invited to share his story on the podcast.

He shares that he was born near Maringá and moved there at age 16; his parents came from an agricultural background.

Career Beginnings

Initial Aspirations

As a child, Ilson did not have clear aspirations but later discovered programming through a scholarship program that required purchasing course materials.

First Encounter with Programming

At around 14 or 15 years old, he began programming in Clipper language which ignited his passion for technology.

Professional Development

Work Experience Before Entrepreneurship

After graduating, Ilson spent seven years working in various roles including programmer and project manager before considering entrepreneurship.

Decision to Start DB1

With encouragement from his wife after having their first child, he decided to take the risk of starting DB1 despite challenges associated with beginning a business during this life stage.

Founding DB1

Initial Steps in Business Formation

Initially named Setas Soluções, Ilson started alone but soon partnered with others who shared similar entrepreneurial ambitions.

Early Development Phase

The team spent two years incubating ideas and developing components before officially launching their services.

DB1: The Origin of a Unique Name and Business Model

The Naming Journey

The software developed by the founders was fast and cost-effective compared to competitors, utilizing innovative technology for that time.

A discussion about the name "DBU1" revealed uncertainty about its meaning; it was chosen because it resonated with the team despite lacking a clear definition.

The founders acknowledged that while they could create a story around the name, they preferred honesty in admitting it had no significant meaning.

They decided on the name during a bus ride while discussing their startup journey, emphasizing that naming is a significant challenge for new businesses.

The simplicity and memorability of the name helped them establish their identity in the software development environment.

Early Business Challenges

DB1's initial focus was on creating custom software for large companies at a time when many projects were failing due to outdated methodologies.

Traditional project methods involved lengthy timelines (up to two years), leading to conflicts between developers and clients over unmet expectations.

DB1 adopted an agile methodology focused on problem-solving, allowing them to complete projects in one-third of the usual time while maintaining lower costs.

Their reputation for effective delivery and problem resolution contributed significantly to DB1's growth through client referrals.

Navigating Market Conditions

DB1 launched during challenging times for internet-related businesses, specifically around 2000–2001 amidst the dot-com bubble.

They capitalized on opportunities by developing multi-layered systems instead of traditional client-server models, which required extensive hardware upgrades from clients.

By leveraging emerging protocols, they offered solutions that allowed companies to retain existing hardware while implementing new software technologies effectively.

Financial Foundations

Initial investments in software were substantial; however, advancements have since made such investments more accessible for smaller enterprises today.

Founders worked part-time initially while structuring their business; weekends were dedicated to building components before seeking operational funding.

DB1's Journey: Building a Sustainable Business

Initial Investment and Growth Strategy

The founders of DB1 utilized personal savings from previous market experience to self-invest in the business, leading to initial project successes that were reinvested into growth.

DB1 operated under a model of self-sustainability, focusing on gradual growth rather than rapid expansion, likening their approach to running a marathon.

The company was built with the intention of creating a lasting legacy rather than merely generating profits for its owners, emphasizing long-term vision over short-term gains.

Challenges Faced During Growth

As the team expanded from 30 to 40 employees, leadership dynamics changed significantly; the founder had to transition from direct management to overseeing leaders, which was a new challenge.

This growth led to cultural fragmentation within teams and varying project outcomes, causing financial strain due to unsuccessful projects impacting overall profitability.

A critical moment arose when the founder questioned his effectiveness as an entrepreneur versus being a project manager, contemplating returning to an executive role due to challenges faced during scaling.

Insights on Organizational Culture

The founder recognized that successful software development requires more than just processes; it necessitates strong organizational culture and alignment in decision-making among team members.

Emphasizing behavior training over rigid procedures helped restore functionality within teams and improved project delivery quality after initial struggles post-expansion.

Understanding the Journey of Entrepreneurship

The Challenge of Transitioning from Software Development to Business

The speaker reflects on their ability to create good software and deliver quality work, but acknowledges that transitioning to running a business is more complex.

They emphasize the importance of recognizing gaps in their knowledge and sought out institutions like CEBRA for further training in essential business disciplines.

A significant moment involved responding to a questionnaire for a business award, which highlighted their lack of basic knowledge in areas such as marketing and organizational culture.

The speaker realized they needed to take personal responsibility for their education in entrepreneurship, leading to critical moments of self-improvement.

They express a strong commitment to making their company, DB1, successful without considering an alternative plan.

Commitment to Learning and Growth

The speaker discusses how studying was crucial for overcoming challenges and filling knowledge gaps within the organization.

They advise that while hiring knowledgeable individuals is beneficial, leaders must also possess enough understanding to guide these experts effectively.

A principle of leadership shared by the speaker is the necessity of being able to perform any role within the organization if required, ensuring they are not completely unfamiliar with any position.

They highlight the importance of understanding tax issues relevant to businesses and actively engaged with professionals on this topic for better decision-making.

Continuous learning across various disciplines has been integral to their growth as an entrepreneur.

Ongoing Development and Leadership Role

The speaker mentions recent efforts in expanding language skills (Spanish), emphasizing adaptability as they engage with new teams abroad.

As CEO or president (depending on context), they maintain hands-on involvement in projects, illustrating flexibility between leadership roles and technical tasks.

Their approach includes collaborating closely with team members on new applications while focusing on future goals for the company’s development.

Current initiatives involve strengthening leadership capabilities within the organization, addressing past growth challenges related to personnel readiness.

Growth Strategies and Company Structure

Leadership and Company Direction

The speaker emphasizes the importance of leadership in overcoming growth challenges, stating that they do not assign themselves a specific title but focus on guiding the company towards a positive future.

They highlight the need for clear direction to avoid stagnation, indicating their commitment to being present and proactive in addressing obstacles.

Current Company Status

The company currently employs 800 staff members and achieved a revenue of 220 million this year, which is significant for a service and technology firm in Brazil.

With operations in 19 countries, including new expansions into Mexico for e-commerce, the company's growth trajectory appears robust.

Founders' Roles

There are three founders who have clearly defined roles within the organization: one serves as CEO, another as Vice President of Operations overseeing seven companies under the group, while the third manages a niche product focused on marketplace reconciliation.

Growth Metrics

The company has experienced consistent growth of approximately 70% over the last three years due to strategic focus and innovation efforts initiated around 2010-2011.

A dual approach combining focus on market delivery with innovative product development has been key to maintaining high-quality outputs and organic growth.

Innovation as a Growth Driver

The establishment of "Debon Labs" allowed for systematic product launches after learning from past mistakes, leading to successful spinoffs that contribute significantly to overall revenue.

Unlike many companies that grow through acquisitions, this firm focuses on innovation and launching new products inspired by models like 3M's diverse yet effective business strategies. This approach has led to rapid scaling without incurring debt or sacrificing equity.

Future Growth Projections

Looking ahead, the company aims to double its size every three to four years while maintaining an annual growth rate between 25% and 35%, contingent upon meeting operational goals effectively. This ambitious target reflects confidence in their current strategy despite challenges associated with scaling larger revenues.

Understanding Company Culture and Client Focus

Importance of Maintaining Company Essence

The speaker emphasizes the significance of not losing focus on their clients, prioritizing customer needs over rapid growth or revenue.

There is a strong concern about preserving the company's culture and identity, which are seen as vital to their operations and success.

The speaker highlights that business transactions occur between people (CPFs), not just companies (CNPJs), stressing the human element in B2B interactions.

Connecting with Clients

The importance of understanding the end-user experience is discussed; developers must consider how their work impacts real customers who rely on their products.

Placing people above financial results has proven beneficial for the company, leading to positive outcomes despite initial assumptions about profitability.

Learning from Mistakes in Product Development

Common Pitfalls in Technology Ventures

Entrepreneurs often benefit from learning about others' mistakes; this section discusses errors made during product development in technology.

A project aimed at creating a livestock management solution revealed that less than 3% of farms were computerized, indicating a significant market opportunity.

Misjudgments in Market Demand

Initial investment was secured based on high expectations, but subsequent sales proved challenging due to miscalculations regarding pricing and market willingness to pay.

The realization that potential customers preferred one-time purchases over subscriptions led to difficulties in selling the developed software.

Adapting Strategies for Successful Product Launches

Learning from Experience

After facing challenges with previous products, the speaker began studying product launch strategies and validation techniques through literature and experiences like visiting Silicon Valley.

Emphasizing MVP (Minimum Viable Product), they learned that full product readiness isn't necessary for market testing, which improved their approach significantly.

Achieving High Success Rates

With newfound knowledge and methods, the company now boasts an impressive success rate of over 70% for new product launches compared to industry norms.

Product Development and Market Validation Challenges

The Importance of Speed in Product Launch

The speaker reflects on the past experience of launching a product every two years, emphasizing the need for speed over perfection in innovation processes.

Acknowledges that creating an aesthetically pleasing product without validating market demand led to failure; highlights the importance of understanding customer pain points.

Lessons from Past Mistakes

Discusses a conversation with another entrepreneur who successfully changed pricing strategies, suggesting that different approaches can lead to better market validation.

Notes that at the time, methodologies like MVP (Minimum Viable Product) and Business Model Canvas were emerging concepts not utilized by their team.

Startup Culture and Autonomy

The speaker expresses a desire for DB1 to maintain its startup mentality despite growth, encouraging autonomy among teams to foster rapid movement and innovation.

Emphasizes that new products are launched under distinct brands with dedicated teams, allowing them to grow independently while DB1 provides support.

Impact of AI on Software Development

Changes in Productivity Due to AI Integration

Highlights how AI has transformed software development processes, including increased productivity among junior developers by 20% to 30%.

Mentions shifts in job roles within software development as certain positions become less necessary due to automation capabilities provided by AI tools.

Market Dynamics and Employment Trends

Observes a reduction in pressure for hiring developers across the industry but notes DB1's ongoing recruitment efforts with over 100 open positions.

Points out that while some companies face layoffs due to market changes, DB1 is actively seeking talent, including those transitioning careers into tech.

New Opportunities Created by AI

Introduces "Prediz," an AI agent developed for e-commerce customer service which generated significant revenue and reduced reliance on human staff.

Clarifies that this initiative began around 2020 as part of their strategy to leverage AI technology for new market offerings.

Pioneering AI in Software Development

Introduction to AI and Product Development

The discussion begins with acknowledgment of early pioneers in AI, noting that while technologies like Watson existed, the focus on practical applications started around 2020.

A startup was launched by DB1 to cater to smaller projects using AI, showcasing a shift towards more accessible software development solutions.

Impact of AI on Project Costs

The startup's approach allows clients to significantly reduce project costs; for instance, proposals that were once R$ 300,000 are now offered at R$ 30,000 due to efficiency gains from AI.

Users can contribute ideas through Vibe Code, which are then refined and put into production by the software factory, illustrating a collaborative model between users and developers.

Market Adaptation and Challenges

The integration of AI is reshaping the market landscape; companies must adapt or face higher production costs compared to competitors.

Consumers demand better products at lower prices, pushing companies towards continuous improvement and competitive pricing strategies.

Future Growth Strategies

Discussion shifts towards future plans for growth both domestically in Brazil and internationally. Recent acquisitions hint at strategic expansion efforts.

The group has developed a suite of tools called Nitools aimed at e-commerce operations in complex markets like Brazil.

International Expansion Plans

There is an emphasis on internationalizing Nitools through acquisitions in Latin America (Chile, Argentina, Mexico), aiming for broader market reach beyond Brazil.

Current revenue from international markets stands at about 8%, with aspirations to increase this figure to 25% over the next few years while maintaining domestic growth.

Target Markets for Expansion

While focusing primarily on Latin America due to Brazil's strong reputation in e-commerce, there is openness toward entering other markets including the U.S., Europe, and Asia.

The complexity of local markets makes them more suitable for their solutions; examples include integrating major global brands into multiple Latin American marketplaces efficiently.

Integration Strategies in Latin America

Market Position and Growth Potential

The speaker discusses the integration landscape in Brazil and Mexico, highlighting that while Brazil has some integrations, the market remains relatively small and requires significant investment for diverse applications.

Emphasizes a strong competitive position due to limited players offering multi-country integrations, suggesting a strategic focus on growth within Latin America.

Mentions readiness to expand into complex markets like China and India, indicating flexibility in business strategy based on market demands.

Reflections on Leadership and Company Growth

The speaker reflects on past challenges faced by the company, acknowledging that hindsight often leads to thoughts of what could have been done differently.

Discusses personal stress levels during leadership roles, recognizing that high self-expectations impacted both personal well-being and team dynamics.

Suggests that greater patience with team members could have fostered better leadership development and retention of key personnel.

Personal Insights on Management Style

Shares experiences of balancing work pressures with family life, noting the personal costs associated with early-stage company demands.

Acknowledges a learning curve in people management skills over time, realizing past mistakes could have been avoided with better self-awareness as a leader.

Future Growth Plans and Financial Strategy

Discusses DB1's commitment to internal growth without incurring debt, emphasizing reinvestment strategies for sustainable expansion.

Highlights a strict policy where 70% of profits are retained for reinvestment or reserves against future challenges, ensuring financial stability regardless of external partnerships.

Considers potential investor involvement but stresses maintaining customer focus over merely generating results for investors.

Foundational Principles of Debum

Market Position and Investor Perception

The speaker discusses the foundational principles behind Debum's establishment, emphasizing the importance of building something meaningful in a diverse business landscape.

Investors often favor familiar innovations; Debum's varied offerings may not align with their expectations, which complicates attracting investment.

While considering going public as a potential strategy for capital acquisition, the speaker stresses that being listed should be a means to an end rather than an ultimate goal.

Strategic Growth and Acquisitions

The company is focused on organic growth but recognizes that acquisitions require more intensive capital, which could accelerate their expansion plans.

Past experiences with acquisitions have provided valuable lessons; they aim to strengthen their M&A agenda moving forward.

Cultural Integration Challenges

Integrating acquired companies poses significant challenges; understanding people and aligning them with Debum’s core values is crucial for successful integration.

The speaker highlights the complexity of merging different corporate cultures, particularly when dealing with international acquisitions.

Learning from Experience

Despite careful planning during acquisitions, unforeseen issues arose post-integration, leading to challenges that required substantial effort to resolve.

The speaker shares insights gained from studying cultural implementation at Disney, underscoring the importance of intentional culture-building within organizations.

Overcoming Integration Hurdles

A proactive approach was taken to ensure that new team members were integrated into Debum’s culture rather than merely completing transactions.

Significant energy was invested in bridging cultural differences between Brazilian operations and those in other countries, highlighting the need for local expertise in sales strategies.

Reflection on M&A Strategy

After facing integration difficulties, there was a temporary halt on M&A activities until internal issues were resolved; this reflects a strategic approach to managing organizational capacity.

The discussion concludes by reiterating the necessity of addressing one problem at a time during complex integrations while maintaining focus on cultural alignment.

Cultural Intentionality in Organizations

The Importance of Organizational Culture

The speaker discusses their exploration of organizational culture, referencing the book "Walk the Talk" and training at Disney University to understand how culture can be established and sustained over generations.

A key concept introduced is "intentionality," which emphasizes the deliberate approach to embedding cultural values within an organization. This intentionality shapes various elements such as symbols and ceremonies.

The organization recognizes individuals who exemplify cultural pillars through storytelling, where employees share impactful actions aligned with company values, reinforcing a system of recognition and reward.

Customer Perception and Cultural Impact

The speaker highlights the significance of customer perception regarding organizational culture, illustrating this with an example involving marketplace sales integration, emphasizing that employees should focus on customer outcomes rather than just technical processes.

A strong cultural pillar is caring for others; even when systems fail, backup mechanisms ensure customers receive their products. This reflects a commitment to problem-solving beyond mere coding tasks.

Systematic Measurement of Culture

The organization has developed a feedback loop where behaviors aligned with cultural pillars are recognized, creating a positive reinforcement system that encourages desired actions among employees.

They have quantified their organizational culture by measuring its prevalence across teams, allowing them to identify which teams embody stronger cultural practices compared to others.

Personal Insights from Nilson

As the conversation wraps up, Nilson shares personal reflections about his life outside work. He enjoys spending time with family and engaging in activities like mountain biking and continuous learning driven by curiosity.

He expresses a desire for travel to experience different cultures authentically rather than through tourism, highlighting past experiences in India as particularly impactful on his worldview.

Advice for Younger Self

When asked what advice he would give his younger self, Nilson suggests practicing more patience and delegating responsibilities earlier in his career instead of centralizing tasks excessively.

He emphasizes the importance of seeking guidance during challenging times through prayer or consulting trusted advisors who provide valuable insights based on their expertise.

Reconnecting with Purpose and Long-Term Business Success

Importance of Purpose in Business

The speaker emphasizes the need to reconnect with a greater purpose when making business decisions, suggesting that understanding one's purpose can guide the path forward.