I built product marketing inside Nubank and QuintoAndar, and learned first-hand where structure breaks when growth outpaces the org.
4 out of every 10 Brazilian companies still have no one dedicated to product marketing. Where the function does exist, it often lacks mandate, process, or shared standards across teams. Find the scenario below that looks most like where you are.
Someone to own GTM and positioning for the launch, without waiting for a PMM structure to take shape first.
Not sure you need PMM yet? The call works as a diagnostic on its own.
An ongoing partnership to pull the team out of firefighting mode and make room to raise delivery standards, with an outside perspective to help prioritize.
Someone to design the structure end to end and stay through execution alongside leadership, not just hand over recommendations.
These scenarios use terms like "fractional", "sprint" and "retainer": see what each one means ↓
These are common advisory terms in the US and Europe, still rarely used in Brazil. Here is how I apply each one in practice.
I join the team part-time, with a fixed number of hours per week or month, taking on real leadership responsibilities without filling a full-time role.
A few hours per weekI take on a project with a defined beginning, middle and end, focused on a specific deliverable within an agreed timeframe, without rolling over into an automatic retainer.
2 to 8 weeksI stay available for a specific project or decision, on demand, with no fixed contract, and wrap up when the project ends.
On demandI charge a fixed monthly fee that secures a cap of hours or an ongoing partnership, renewed month to month rather than tied to a single deliverable.
Renewed monthlyI spent more than 12 years leading product marketing and go-to-market at some of the fastest-growing companies in Latin America, building teams and functions at Nubank, QuintoAndar and MRV, through hypergrowth, entry into new markets, and the kind of scale that breaks whatever process was already in place.
I learned to build positioning, GTM process and team structure at moments when the market, the data and the organization itself were still being invented. That is the kind of situation I most enjoy helping with today: coming in not as one more name on the org chart, but as the person who brings the structure that makes growth clearer and helps leadership see what product marketing is actually delivering.
It is a 30-minute call, with no commitment, to understand which of the three scenarios above your company is in, and whether it makes sense to go further.
You get a straightforward recommendation on format and scope. If it makes sense for both sides, we move to a simple proposal, with no drawn-out sales process.
It depends on the stage. If you do not yet have the budget or maturity for a full-time senior hire, advisory covers the gap. If you already have the team, I work as a partner and mentor, not a replacement.
Yes. It is common to start with a one-off diagnostic and move to something more continuous as the need becomes clearer for both sides.
Thirty minutes is enough to understand where the structure is stuck, whether you're starting from scratch or already have a team in place, and to align on the best path. No deck, no pitch.
Book a 30-min call