Marcio Trigueiro

Chief Portfolio Manager for Private Equity

2024

As Partner and Chief of Portfolio Management, I am responsible for overseeing Patria Private Equity portfolio of 18 companies that generated more than R$ 42 billion in revenue in 2023 and employ more than 52,000 people across Latin America's most resilient sectors (Agribusiness, Healthcare, Retail, Food & Beverages, Logistics & Supply Chain, and Business Services). As a trusted partner of the Investment Team and Co-Chair of the Private Equity Investment Decision Forum, I lead a team of 7 senior Operating Partners and head the Value Creation area, aiming to maximize value through strategic initiatives and comprehensive first-line governance. Our Value Creation department encompasses crucial functions to support our portfolio with technical expertise and operational leverage. Its scope includes Finance (including Accounting, Treasury, Audit, FP&A, and Tax), Legal, Compliance, HR, and ESG.

Partner

2022

Managing Partner at Igah Ventures

2019

We believe bold entrepreneurs make a difference and we want to engage our full spectrum of resources behind a supportive ecosystem to help them thrive. Igah, Ventures. Seed the Future.

Managing Partner

2019

Managing Partner

2019 - 2019

Board Member

2020 - 2023

Board Member

2020 - 2021

Board Member

2020 - 2020

CEO

2015 - 2016

Appointed CEO to prepare the company for a debt restructuring. PDG was one of the largest residential real estate players in Brazil which has grown explosively through leveraged acquisitions. The market downturn, a severe credit crunch and the legacy of ill-executed deals and projects forced the company to renegotiate its liabilities. - Restructured R$6 billion in debt with more than thirty creditors, obtaining new money to fund G&A and extended debt maturity to approximateky four years - Reduced workforce from 3,000 to 1,000 employees during the period - Despite extremely adverse conditions, maintained operational capability delivering more than 8,000 units (R$2.3 billion in value), selling R$2 billion in new units and collecting almost R$3 billion in twelve months

CEO

2011 - 2015

Sascar is now the largest cloud-based fleet management technology company in Brazil and a pioneer in IoT and M2M, with more than 250,000 vehicles monitored. I sourced the acquisition on a proprietary basis and became CEO after closing. The Company was growing fast, but lacked strong processes, had an unfocused strategy and unstable leadership (4 CEOs in the preceding two years). - Hired management team, defined and implemented strategy, established KPIs and monitoring systems linked to compensation and fostered a meritocratic culture - Evaluated potential acquisitions and concluded one transaction that expanded our scope from tracking vehicles to also include objects and cargo - Increased revenues and EBITDA by 100% and 160% in three years, respectively, while being selected as best service provider in the industry and classified as a top quartile place to work by Hay - Reduced G&A consistently year over year with Zero Based Budgeting - Refocused the Company from logistics/transportation towards becoming a M2M (machine-to-machine) cloud-based technology services provider - Coordinated strategic divestment process in Brazil and abroad leading to sale to Michelin for USD700 million (14x FWD EBITDA), generating USD500 million in profit for investors in three years (3.5x cash-on-cash)

Partner

2000 - 2015

Started as an Associate and was promoted to Partner in three years. Responsible for deal origination, analysis and execution as well as monitoring of portfolio companies and exit strategy - Lead partner in five investments (Lupatech/industrials, Fogo de Chão/restaurants, Farmasa/pharma, Tempo/insurance and healthcare services, Sascar); cash-on-cash return varied from 2.5x to 10x; all deals were sourced on a proprietary basis and mainly focused on B2B - Led four IPOs of portfolio companies (ALL/railroads, Lupatech, Tempo, BR Properties/commercial properties) - Active board member of more than 15 companies leading themes such as strategy, M&A, budgeting, compensation, capital structure and divestment plan - Established GP Investments in Mexico, hired local team, developed extensive and high level network of contacts and evaluated more than 50 investment opportunities. Closed the office after two years given adverse macroeconomic conditions and limited scope for control-oriented transactions in Mexico - Helped GP Investments to launch a new investment vertical in Real Estate: strategy development, initial hires, analysis of several deals in the homebuilding sector and capital allocation

Associate

1996 - 1999

- Worked in several projects in the telecom, steel, banking and retail industries in Brazil and South Africa - First business analyst to be promoted to associate without MBA