Maintaining organizational identity during a company’s rapid growth is one of the biggest challenges for entrepreneurs, according to Reginaldo Stocco, CEO of VHSYS. He participated in the Start Growth Talks, podcast by Start Growth, a venture capital firm specialized in scaling technology businesses.
During the conversation, the guest shared the company’s journey and emphasized that culture is not something implemented through manuals or slides—it originates with the founder and strengthens in the day-to-day operations. ‘What drives the business is not just the product or the market, but the people and the customers. Culture is already present on the first day of the business. When the founder makes decisions, hires, fires, leads—all of this shapes the company’s DNA,’ Stocco explained during the episode.
VHSYS, founded over a decade ago, evolved from a small operation with two partners to a structure with around 190 employees and strategic participation from Stone. Reginaldo recounts that cultural consolidation happened with the creation of an internal committee, led by an employee who originally worked in the HR department. ‘She understood that what we were already experiencing needed to be systematized and named. That’s how our culture committee was born,’ he said.
Climate is not culture
During the chat with hosts Carlos Castilho Jr. and Marilucia Silva Pertile, from Start Growth, Stocco reinforced the difference between climate—what you experience daily, feedback, the environment—and culture, which is inspirational and sustains the business in the long term. ‘We’re not talking about catchy phrases in the hallways or perks like ball pits and free beer. Strong culture is when everyone understands the purpose and feels part of it,’ he explained.
VHSYS, which started as an ERP and now operates as a management platform with over 17,000 clients, celebrates its anniversary on the day it acquired its first paying customer, not the date of its incorporation. ‘This is our true Day One. Without customers, there’s no business,’ he added.
Investment, maturity, and governance
When asked about the challenges with Stone’s entry as a partner, Reginaldo was direct. ‘Strategic investment requires maturity. It doesn’t change your essence but demands governance and focused execution.’ For him, the biggest mistake entrepreneurs make is seeking investment out of financial desperation. ‘Money for money’s sake—banks have that too. But the right investor brings knowledge, connections, and a vision for the future,’ he noted.
Reginaldo advised entrepreneurs to seek capital only when they know how to allocate it precisely. ‘A company that sells well has no problems. One that doesn’t sell has all of them,’ he summarized.
Among practical examples, the CEO cited the policy of celebrating goals with barbecues and parties, implementing rituals like team meetings and monthly gatherings with the entire staff, and partnering with an educational platform offering courses, degrees, and MBAs to all employees. ‘Today, 98% of the team uses the tool. We invest because we believe knowledge is a life legacy, not just for the company,’ he said.
This approach helped the company reduce turnover and increase a sense of belonging. ‘When you provide access to education, employees don’t just think about salary. They see they’re building something with purpose,’ he stated.
Advice for those starting out
At the end of the episode, Reginaldo left two key recommendations: focus and resilience. ‘Start right. Separate personal and business finances. Study the market. Be clear about the problem you solve. And above all, seek help,’ he emphasized. According to him, the biggest mistake was starting ‘roughly,’ without proper preparation, which could have been resolved with support and a more active network.
‘Entrepreneurs must study every day. And remember: without the right people and the right customers, there is no company,’ he concluded.
