In recent weeks, I confess I was a bit consumed. At first glance, it might seem like just another important delivery, another transition phase. But in reality, it was more than that. It was a deep reconstruction process. Not just of Sourcify's service, but of how we see ourselves as a company, as a team, and as a value proposition for the market.
Revisiting Sourcify's proposition was almost like revisiting my own trajectory. My place of greatest strength has always been in developing new businesses. My eye sharpens when I'm facing the challenge of structuring something from scratch. Understanding the market, observing patterns, identifying gaps and redesigning more efficient, more human solutions, more connected with people's real needs.
Sourcify was born with a clear proposition: connecting Brazilian industries with qualified international suppliers, with less risk, more savings and more agility. We started with a traditional service model, where each client was served in a consultative, almost artisanal way.
But time passed. And as in every entrepreneurial journey, the more we delved into the market, the more we learned. And the more we learned, the more we realized where the real pain points were.
I realized that in the international sourcing universe, there was a huge gap between the desire to import and the real capacity to plan, execute and sustain this process. That's when I decided to start over.
Over the last three months, we dove into an intense process of listening and reviewing. We revisited every client touchpoint, from the first approach to the final delivery. We listened, observed, tested. From these learnings, we designed a new buying journey, more fluid, more digital and more intuitive.
And here, an important point: it wasn't about digitizing for digitizing's sake. Digital, for me, is never an end. It's always a means.
Instead of creating everything manually, we used AI to prototype, test approaches, refine messages and even simulate interactions. Build time was shorter, but the value delivered was greater. AI gave us speed. But it was listening to clients that gave us direction.
Reviewing our structure, redoing our funnel and rebuilding our client experience showed me that change isn't always a sign of error. Sometimes, change is simply a sign of maturity.
Our role as founders, leaders or restless professionals is exactly this: to notice when something needs to be redone, and to have the courage to redo it.
We won't always be certain. Often, we'll make changes without guaranteed immediate returns. But if we're aligned with our principles and attentive to our market, we'll always be learning. And that, in the end, is what matters most.