We thought that this would be a great situation where we see in a very local setting how the
change in consumers values and expectations drives the demand for new products and new
solutions.
Here what we've done is we've taken the forest and we've cleared away the vines and we've
let the light filter through and we've planted coffee.
This is passive organic.
The amount of harvest that we're going to get out of here will be less per plant than
what's down there.
But the investment is much less.
It doesn't cost us as much.
So we're trying to find an equilibrium here.
And that's what FAF coffees is creating in the areas around here with these partner farmers
of ours.
There are a lot of people that think that sustainability is here and business is here.
No.
We believe that those things should go together.
Recently, we just developed the environmental profit and loss, which is how we can put all
these measurements together in financial terms into PNL numbers.
So then we can, in management and when we're making decisions, put everything in the same
currency.
This is Brazil and we are here.
Rio is here.
Minas is here.
These three cities produces 90% of all the media audiences in the country.
The world is becoming less local and the stories and the challenges, more than the stories
that we are having, doesn't fit anymore in that kind of categorization.
You can't think about change anymore.
It's not changing anymore.
So actually this is the normal behavior and when changing the normal behavior, it's not
changing anymore.
So it's the new constant.
This is the new way of approaching business.
We're going to change everything.
Insan is all about restrictions and I think this kind of market that we visit face a lot
of challenges and restrictions and problems.
The way they are changing the entire financial services and user experience services that
New Bank did are the way Cuba are connecting entrepreneurs in a very large city like Sao
Paulo.
So all these restrictions that they are seeing us as an opportunity, it's amazing.
The owner of this area was the government of Brazil, the union.
But the union didn't know how to transform it and use it.
We know our city, we love our city, but we know that the people don't talk to the government
and the government don't listen to the population.
Our team at Esperbanismo, we are prepared to listen to the people and translate all
of this needs to a project.
We're always trying to kind of find meaning in the work that we're doing and how people
can think about being responsive to the environment and apply that to be responsive to the people.
Our goal is to make this guy use this money to gain some time, to use this time to produce
some job or something and gain more money.
You know, it's an investment that you have to do first.
There are over 50 million people that don't have a bank account.
I would like to foster the idea that if we can help them here, maybe they can help themselves,
do something, then get some money and then start to make the, they will run.
We connect companies, big companies and makers.
In the maker movement, what we do is we don't make big slides, usually we try to make something,
what we call a dirty prototype.
And here is a platform, really, to do this kind of thing.
But first is really to try to share ideas with tangible things, so this is what we do here.
Right, and you can put sensors like external ones.
So basically in Brazil there exists a false promise from the government that everybody
has access to health care, but it's not actually true because it can take about a year to see
a doctor.
So Dr. Consulta is a company of medical centers spread out through Sao Paulo that gives access
to affordable and excellent health care at a low cost.
We started in a favela, it took three years for us to get out of the favela, because you
know, to test the model and make sure it was all kind of working and then we started expanding.
We need to make sure that we have a high level of production.
So the more patients that come in, the better it is.
So we kind of treat Dr. Consulta a bit like an airline.
So we use overbooking, for example.
We initially, we were not sure we were going to succeed, it was just an experiment, just
collecting input and that is still very much rooted in everything we do today.
We measure everything.
If you don't measure, you don't control, if you don't control, you can't manage.
We have metrics for the whole business and not only what happens here, but what happens
in all the chain.
We are all a network integrated, we develop ourselves together, because it's better if
everybody is in the same place, let's align objectives here.
How do you build a network with an editorial vision, but not an editor that says this is
important?
How do you build an algorithm that can take out of the network information that we know
collectively that it's false?
This is a challenge, but it's absolutely feasible.
We have to build an alternative to politicize this space to the many people who want, yes,
it would be a challenge, but more than this, wants to build an updated political and media
system in the world.
It may be that we're at a bigger kind of possible paradigm shift where we really start to take
seriously not just sustainability, but actually go over here to the adaptive side of the scale
and say what is here in this world that we can work on, work with, build on?
What is existing?
That's it.
The observing context, users, nature, and then working with them, and that's adaptive,
working with them.
