The Challenge

Motiz operates in a dynamic space: renting motorcycles to individuals and businesses while managing a growing fleet of assets. On the surface, the business model is straightforward. But behind the scenes, the company was drowning in complexity.

Financial data lived in multiple places—bank statements, spreadsheets, vendor invoices, and informal notes. There was no single source of truth. Maintenance costs, rental revenue, and debt obligations were scattered across systems with no clear visibility into which motorcycles were profitable and which were draining cash. The team couldn't answer basic questions: What's our actual margin per bike? How much are we really spending on maintenance? When will we break even?

"We had no structured way to see where money was going," one team member reflected. "Everything was ad hoc. We'd make decisions based on gut feel, not data."

The challenges ran deeper than just accounting. Personal and business finances were mixed together. Debt payments were unpredictable. The fleet itself was bloated—some motorcycles cost more to maintain than they generated in rental revenue. Marketing spend was high but unmeasured. And there was no clear strategy for growth: Should they focus on individual renters or corporate clients? Should they expand the fleet or optimize what they had?

Without visibility into operations, every decision felt risky. The company was growing, but growth without clarity is just organized chaos.

The Solution

Motiz knew something had to change. The team recognized that sustainable growth required three things: financial clarity, operational discipline, and strategic focus. They brought in Berry to help design and implement a comprehensive transformation.

The first step was brutal honesty. Berry helped the team map out all debts, classify expenses, and build a real financial model. They separated personal and business finances. They created a standardized chart of accounts. Most importantly, they implemented a daily data-entry discipline—one person (Thales) became responsible for feeding actual numbers into a centralized system every single day.

"The discipline of daily data entry sounds boring," the founder noted, "but it changed everything. Suddenly we could see patterns. We could forecast. We could make decisions with confidence."

From the moment the team committed to this process, things shifted. They stopped guessing and started measuring. They built a DRE (income statement) that actually reflected reality. They created dashboards that showed cash flow, profitability by motorcycle, and cost drivers in real time.

But financial clarity alone wasn't enough. Berry helped Motiz rethink its entire operating model. The team analyzed the fleet and realized they were carrying too many expensive motorcycles. They developed scenarios: What if we sold underperforming bikes and replaced them with lower-cost models? What if we focused on corporate contracts instead of individual renters? What if we implemented stricter maintenance discipline?

The team tested these ideas. They implemented a 15-day maintenance inspection cycle with photo documentation. They created a policy: if a customer didn't provide proof of maintenance, their bike got blocked. They started tracking maintenance costs per motorcycle and retired the ones that didn't make sense.

On the commercial side, they shifted focus. Instead of chasing every rental customer, they began targeting corporate clients—companies that needed reliable fleets for their operations. They developed standardized service packages. They created clear pricing. They built a sales process with defined stages and follow-up cadences.

"The biggest shift was moving from 'let's sell to anyone' to 'let's focus on customers who value what we offer,'" a team member explained. "That clarity made everything easier—marketing, sales, operations, everything."

The transformation required 100% commitment from leadership. The founder was in every meeting, asking hard questions, pushing for data, and holding the team accountable. There was no room for half measures. When they decided to implement a new system, they implemented it fully. When they committed to daily data entry, they did it every single day.

The Transformation

The results came faster than expected.

Within weeks, the team had visibility into their true cost structure. They discovered that several motorcycles were losing money every month. They sold those bikes and used the proceeds to pay down debt. They replaced expensive models with more efficient ones. The math was clear: fewer bikes, lower costs, better margins.

Cash flow improved. The team went from wondering if they could make payroll to forecasting cash positions weeks in advance. They could see which months would be tight and plan accordingly. They could identify opportunities to accelerate collections or negotiate better payment terms with vendors.

Profitability became measurable. By tracking costs per motorcycle and revenue per contract, they could see exactly which customer segments were most profitable. Corporate contracts, it turned out, were far more valuable than individual rentals—higher revenue, more predictable, lower churn.

The maintenance discipline paid off too. Fewer surprise breakdowns. Better asset utilization. Customers who knew they had to provide proof of maintenance took better care of the bikes. Inadimplência (delinquency) dropped dramatically—at one point, they had only two customers in arrears across their entire portfolio.

But the real transformation was cultural. The team went from reactive to proactive. Instead of fighting fires, they were planning ahead. Instead of hoping things would work out, they were making decisions based on data. The founder could step back from day-to-day operations because the systems and processes were solid enough to run without constant oversight.

"We went from chaos to clarity," the founder said. "Now we know where we stand. We know what's working and what isn't. We can make real decisions about the future."

The company also began exploring new revenue streams. They started offering portaria remota (remote security monitoring) for condominiums—a completely different business line that leveraged their operational expertise and created recurring revenue. They developed standardized packages for this service. They built partnerships with monitoring centers. They created a path to scale that didn't depend on renting more motorcycles.

Looking ahead, Motiz is positioned for sustainable growth. The financial foundation is solid. The operational discipline is embedded in the culture. The team understands their numbers and can make strategic decisions with confidence. They're no longer just a motorcycle rental company—they're a mobility and security solutions provider with multiple revenue streams and a clear path to profitability.

"Berry didn't just help us fix our finances," the founder reflected. "They helped us build a real business. One that can scale. One that makes sense. One where we know exactly what we're doing and why."

That clarity, more than anything else, is what unlocks growth.