Sonho Grande Quotes

“I was looking at Latin America and who was the richest guy in Venezuela? A brewer (the Mendoza family that owns Polar). The richest guy in Colombia? A brewer (the Santo Domingo group, the owner of Bavaria). The richest in Argentina? A brewer (the Bembergs, owners of Quilmes). These guys can’t all be geniuses...It’s the business that must be good.”
― Cristiane Correa, DREAM BIG: How the Brazilian Trio behind 3G Capital - Jorge Paulo Lemann, Marcel Telles and Beto Sicupira - acquired Anheuser-Busch, Burger King and Heinz

“having a big dream brings as much work as having a small dream’...”
― Cristiane Correa, DREAM BIG: How the Brazilian Trio behind 3G Capital - Jorge Paulo Lemann, Marcel Telles and Beto Sicupira - acquired Anheuser-Busch, Burger King and Heinz

“We usually had four big targets a year: market share, expenses, EBITDA and cash.”
― Cristiane Correa, DREAM BIG: How the Brazilian Trio behind 3G Capital - Jorge Paulo Lemann, Marcel Telles and Beto Sicupira - acquired Anheuser-Busch, Burger King and Heinz

“CREATE A MERITOCRATIC OWNERSHIP CULTURE WITH ALIGNED INCENTIVES. The founders built a consistent culture that gave people the opportunity to share in the rewards of the big dream. The culture valued performance, not status; achievement, not age; contribution, not position; talent, not credentials. By mixing these three ingredients – Dream + People + Culture – into a powerful concoction, they created a recipe for sustained success. The culture rewarded performance; if you could make a significant contribution, and deliver results, within the boundaries of the culture, you would do well; if you had the best credentials in the world, but could not deliver exceptional performance, you would be spit out. The three partners believed that the very best people crave meritocracy, and mediocre people fear it.”
― Cristiane Correa, Dream Big

“In the open-plan offices where everyone scrutinized everyone else, anyone who got up to leave earlier than usual to go home was usually greeted with a round of applause. This was done in a sarcastic way and usually accompanied by an awkward question: “Are you working part-time?”
― Cristiane Correa, DREAM BIG: How the Brazilian Trio behind 3G Capital - Jorge Paulo Lemann, Marcel Telles and Beto Sicupira - acquired Anheuser-Busch, Burger King and Heinz

“Now, if you have a very good [brand] recognition and revenues that do not match the size of this recognition, that means that you have a great opportunity...”
― Cristiane Correa, DREAM BIG: How the Brazilian Trio behind 3G Capital - Jorge Paulo Lemann, Marcel Telles and Beto Sicupira - acquired Anheuser-Busch, Burger King and Heinz

“For two months, between the crash of Lehman and the end of negotiations, we were really anxious,” recalled Brito. “Things were out of our hands and nobody knew where the world was going... We announced the transaction in one world and signed the contract to buy it in another... Some of the banks in our consortium almost disappeared... It was as though we had entered a tunnel and, somehow or other, had to get to the other end – only by the other end, it had suddenly started to rain. What could you do? Begin to think of a plan B, a plan C, on other ways of financing...”
― Cristiane Correa, DREAM BIG: How the Brazilian Trio behind 3G Capital - Jorge Paulo Lemann, Marcel Telles and Beto Sicupira - acquired Anheuser-Busch, Burger King and Heinz

“In the United States, most boards are benign, and the power resides primarily with the chief executive; boards tend to only become significant when it comes time to replace a failing CEO. The AB Inbev board, however, is the primary power center in the company. It exemplifies that boards can play a central role in setting BHAGs, developing strategy, sustaining culture, seizing opportunities and leading through tumultuous times. Without such a strong and unified board, AB Inbev would not have come through the 2008-09 challenges as strong as it did (and perhaps even not at all). The AB Inbev board pays constant attention to its own culture, disciplines and vibrancy, with as much fanatic attention as building and preserving the management culture of the company. Most important, it makes decisions and allocates capital for long-term shareholder value, measured in multiple decades, not in terms of quarterly moments. If more boards behaved this way, we would have better performing enterprises and lasting companies.”
― Cristiane Correa, DREAM BIG: How the Brazilian Trio behind 3G Capital - Jorge Paulo Lemann, Marcel Telles and Beto Sicupira - acquired Anheuser-Busch, Burger King and Heinz

“of the 2000s – mainly to preserve future relations among their heirs. Establishing the rules that will guide future generations of partners has been a concern for”
― Cristiane Correa, DREAM BIG: How the Brazilian Trio behind 3G Capital - Jorge Paulo Lemann, Marcel Telles and Beto Sicupira - acquired Anheuser-Busch, Burger King and Heinz

“You can’t compete with your own partner. You can’t get upset about who gets credit for a deal. The idea that one has to win doesn’t work in any”
― Cristiane Correa, DREAM BIG: How the Brazilian Trio behind 3G Capital - Jorge Paulo Lemann, Marcel Telles and Beto Sicupira - acquired Anheuser-Busch, Burger King and Heinz

“was enough to understand what Marcel wanted... On a normal day he would sit at the table,”
― Cristiane Correa, DREAM BIG: How the Brazilian Trio behind 3G Capital - Jorge Paulo Lemann, Marcel Telles and Beto Sicupira - acquired Anheuser-Busch, Burger King and Heinz