The Challenge

Só Pisos is a flooring retailer with a strong reputation for quality products and customer service. The company operates multiple locations and serves both residential and commercial customers. However, behind the scenes, the business was struggling.

The core problem was simple but severe: cash flow was unpredictable. The company had no clear visibility into when money would come in or go out. Payments to suppliers were inconsistent. Debt obligations piled up. Marketing spend was scattered across multiple channels without clear tracking. And the financial reporting? It relied heavily on external consultants, leaving the team without real-time insight into performance.

"We didn't know where we stood financially from day to day," one team member reflected. "We were managing by crisis, not by plan."

The challenges ran deeper than just cash flow. Inventory management was reactive. Compras (purchases) were often made at the last minute, sometimes at unfavorable terms. The sales team lacked a structured pipeline to forecast revenue. Marketing efforts weren't coordinated or measured. And the DRE (income statement) was prepared externally, making it hard for the leadership team to make fast decisions.

The company was also carrying significant debt from multiple sources—bank loans, supplier arrears, and short-term financing. Each month brought new pressure to juggle payments and keep operations running. Growth felt impossible when just staying afloat consumed all the energy.

The Solution

The transformation started with a clear decision: the company needed to take control of its own financial destiny. Rather than waiting for external consultants or hoping cash would appear, leadership committed to building internal capability and discipline.

The first step was visibility. The team built a detailed cash flow model that tracked every payment, every receipt, and every obligation. This wasn't just a spreadsheet—it was a planning tool. It showed what revenue was needed to break even. It revealed which expenses could be cut. It highlighted where debt was most pressing.

"Once we could see the numbers clearly, we could actually make decisions," the finance lead explained. "Before, we were guessing."

With visibility came structure. The company moved to standardized payment schedules—paying suppliers on a consistent day each week rather than ad hoc. This predictability helped maintain supplier relationships and reduced the stress of constant negotiation. At the same time, the team renegotiated debt terms with banks and creditors, extending payment schedules and reducing monthly obligations.

Inventory management shifted from reactive to strategic. Instead of buying everything at once or scrambling for stock, the company adopted a make-to-order model combined with steady, planned replenishment. This freed up cash that had been tied up in excess stock. It also reduced the pressure to buy on unfavorable terms.

The sales team got structure too. A simple CRM-like system tracked leads, their source, and their status. Weekly training sessions built confidence and product knowledge. Scripts were developed—not to sound robotic, but to ensure consistency. The team learned to ask better questions and listen to customer needs rather than just pushing products.

Marketing was consolidated and measured. Campaigns were planned on a calendar. Spend was tracked by channel. Promotions were scheduled strategically—not randomly. This focus meant better results with less money spent.

And critically, the company invested in building internal financial capability. The finance team learned to prepare the DRE themselves. They understood the logic behind the numbers. This meant faster reporting, better decisions, and less dependence on external help.

"The biggest shift was moving from 'we need help' to 'we can do this,'" one leader noted. "That changes everything about how you run the business."

The Transformation

The results came faster than expected.

Within weeks, the company's contribution margin improved from 44% to nearly 50%. Cash flow turned positive. The company went from burning through capital to generating it. In one month alone, net profit reached a meaningful level—a stark contrast to the negative months that had preceded it.

Debt service dropped dramatically. Despesas financeiras (financial expenses) fell from around 9,000 to just 1,000 in a single month. This wasn't magic—it was the result of renegotiation and better cash management. The company was no longer paying premium rates on emergency financing.

Operating expenses came under control. By cutting unnecessary marketing spend and renegotiating service contracts, the company freed up 5,000 to 6,000 monthly. These weren't massive cuts, but they were strategic. They preserved the investments that mattered while eliminating waste.

Inventory turned faster. The company reduced stockouts while actually carrying less inventory. This meant better customer service and healthier cash flow at the same time.

But the numbers tell only part of the story. The real transformation was cultural. The team moved from reactive crisis management to proactive planning. Meetings shifted from "How do we survive this month?" to "How do we hit our breakeven target and grow from there?"

The company established a clear breakeven target—the revenue needed to cover all fixed costs and obligations. This became the compass for decision-making. Every action was evaluated against this target. Should we hire? Does it help us hit breakeven? Should we launch this promotion? Will it drive the revenue we need?

This clarity cascaded through the organization. The sales team understood what revenue was needed. Marketing knew how much they could spend. Operations could plan inventory with confidence. Everyone was aligned.

Looking forward, the company is positioned for sustainable growth. The financial foundation is solid. Cash flow is predictable. Debt is manageable. The team has the tools and discipline to scale. And they've proven they can execute—not just plan.

"We went from wondering if we'd make it to knowing we will," the leadership team reflected. "Now the question is how fast we can grow."

The journey from crisis to stability to growth is just beginning. But the foundation is built. The systems are in place. And the team believes in the path ahead.