In the business world, credibility is a non-negotiable asset. In a market where consumers are increasingly demanding, transparency has ceased to be a differentiator and has become a necessity. Research from the Third Sector Observatory, published in 2024, indicates that 77% of Brazilians prefer to consume from socially responsible companies, reinforcing the importance of corporate authenticity. In times of fake news and Artificial Intelligence, it is necessary to remember that empty rhetoric and misleading promises can compromise reputation and drive away customers, while ethical practices and social commitment strengthen trust and brand loyalty.
Check out some testimonials from CEOs and authentic transparency practices they've adopted in their companies:
Rafael Schinoff, CEO of Padrão Enfermagem, a company that provides placement services for healthcare professionals.
For the entrepreneur, authenticity and transparency are fundamental for any business to consolidate itself in the market. “We have always taken this very seriously, especially when it comes to inspections. From the beginning, we chose to be completely transparent with regulatory bodies, such as the Labor Prosecutor's Office, and this made all the difference. This commitment has brought us credibility and authority in the sector, because we have always done everything the right way, without shortcuts. This has strengthened our relationship with these bodies and also the trust of our clients and franchisees, who see Padrão Enfermagem as a safe and well-supported business model,” says Rafael.
Angelo Max Donaton, CEO of Lavô, the largest self-service laundry chain in the country.
In the network, transparency practices were designed so that franchisees and partners can see all aspects of the business in detail. “I always noticed that the competition never made it clear to the franchise candidate what the real costs were and everything involved in the business. Therefore, I developed a Franchise Offering Circular (COF) that is as explanatory as possible, with a great deal of detail regarding investments, which is what generates the most questions. In addition, it includes very clear and specific rules. For me, it's important to clarify for everyone who works with the brand, directly or indirectly, that resilience is necessary. We present all the points so that the franchisee truly understands the business and whether they enjoy working with the public. This process ends up filtering profiles and results in low numbers of partner and employee turnover in general, because transparency is maintained from the beginning,” Donaton emphasizes.
Guilherme Mauri, CEO of Minha Quitandinha, a retail technology startup operating on a franchise model of autonomous mini-markets.
One of the network's initiatives to promote transparency in the company's numbers was to adopt a more horizontal and participatory leadership style, instead of a vertical model. “In our business, we have always believed that transparency and authenticity are fundamental. One of the great milestones of this culture was opening up the company's numbers to all employees, sharing not only the goals but also the challenges. This created an environment of trust and engagement, where each person understands their role in the company's growth. Furthermore, instead of imposing a rigid system, we brought in a more horizontal model, in which people actively participate in decisions and see the direct impact of their work,” comments Mauri.
Leonardo dos Anjos, franchise director of Anjos Colchões & Sofás, a chain specializing in sofas and upholstered furniture.
Anjos Colchões & Sofás differentiates itself through its approach to franchisees and customers: prioritizing close relationships, listening to their needs, and delivering quality products without false promises. “I believe transparency should be a pillar of management. There have been times when, instead of hiding challenges, we chose to communicate openly with the team. One example was during the pandemic, when we faced difficulties in the supply chain. We could have tried to minimize the impact, but we chose to be frank, seek solutions together, and further strengthen our team. We always reject any approach that could compromise the credibility of our brand. In the long run, trust is the most valuable asset of any company – and that can only be built on honesty,” comments Leonardo.
Elton Matos, founding partner and CEO of Airlocker, the first Brazilian franchise of smart lockers.
Airlocker's greatest differentiator has undoubtedly been basing its work on local people and franchisees. “Our strategy is strongly based on regional strength. I believe that having professionals from the community itself makes all the difference, as they understand the specific needs of the location and know how to communicate authentically with customers. This sets us apart from the traditional market model. Furthermore, I have always adopted transparency as a non-negotiable principle in business. Being truthful generates credibility – and that is the foundation of any sustainable company. In the end, whether it's a small omission or a major untruth, the truth always comes to light,” he explains.
Dr. Edson Ramuth, founder and CEO of Emagrecentro, a leading company in healthy weight loss and body aesthetics.
For Ramuth, authenticity and transparency are essential for the consolidation of any business. “From the beginning of Emagrecentro, we have always prioritized the genuine well-being of our clients, offering personalized treatments based on science and without promising miraculous solutions. This has generated trust and a lasting relationship with our patients, which has undoubtedly brought excellent results to our business,” he states. When the pandemic affected the market, he had to be transparent with the entire team. “Instead of hiding the situation, I was clear with everyone about the changes necessary to ensure the company's sustainability. This level of transparency resulted in greater engagement and commitment from the team.”
Vanessa Vilela, founder and CEO of Kapeh Cosmetics and Specialty Coffees, is a pioneer in the use of coffee in cosmetics and in the '2 in 1' model, which combines a specialty coffee shop with a cosmetics store.
For the businesswoman, transparency is one of the pillars that underpin Kapeh's culture. She emphasizes that "transparency is not just a value, but a macro guideline, fundamental to all the company's relationships." From the beginning, the network has distinguished itself through authenticity on several fronts: from the product mix to the development of groundbreaking research, which has always yielded good results and set it apart from the competition. Vanessa believes that clarity should be applied at all times. "For me, there is no room for omissions or falsehoods within the company, since values such as loyalty and transparency are part of the organizational culture," she states. This is reflected in all decisions, from the choice of new products to communication with the team and clients.
Luis Fernando Carvalho, founder and CEO of Homenz, a network of clinics specializing in aesthetics and health for men.
“Homenz stands out for its concept of being a complete clinic for men, offering a variety of services in one place,” says Luis Fernando Carvalho, founder and CEO of the network. “We are not a single-product clinic, like many that focus only on one service, such as hair transplants. Here, men find a complete solution, from hair treatments to facial and body treatments.” Carvalho also emphasizes the importance of transparency: “I have never lied to anyone. The basis of our relationship with the team and clients is transparency.” For him, the truth will always be the best solution. “Small omissions directly affect trust and the culture of the business. Being transparent and learning from mistakes is the key to success.”
Dr. Mirelle José Ruivo, founder of Mulherez, the first network for intimate rejuvenation and intimate surgery.
For the entrepreneur, transparency is an essential value in her business. “I’m always transparent. I don’t like lies; regardless of the situation, the truth is always the best solution,” she affirms. This stance is reflected in her relationships with clients and in the network's processes. “At Mulherez, we believe that truth and transparency are fundamental to gaining the trust of our patients.” She emphasizes that the commitment to authenticity is a major differentiator. “We don’t promise miraculous results, but rather effective treatments based on science and experience.” The founder is also against unfair practices in the market. “Lying about results or misleading someone is not part of our philosophy.”
João Piffer, CEO of PróRir, a network of dental clinics.
Speaking the truth builds credibility and strengthens the business. That's what happened at PróRir. “Throughout almost two decades of experience, it has become clear to me that there are no miracles or easy money. Whenever I come across a business opportunity that seems 'too good to be true,' I raise a red flag. I've seen many companies and entrepreneurs fall for the illusion of quick gains, only to discover, too late, that they were dealing with an unsustainable model. At PróRir, we value careful analysis and strategic planning, avoiding decisions based solely on excessive optimism and we don't practice 'self-deception',” explains Piffer.
Juciano Massacani, founder and CEO of GraalSeg, a leading network in Occupational Safety and Health.
In a market where Occupational Safety and Health is often limited to simply complying with legal regulations, GraalSeg dared to forge a different path. In addition to creating an additional benefits program for individuals aimed at improving their quality of life, the entrepreneur decided to prioritize honesty even when it means foregoing immediate gain. “In this business model, we are frequently put to the test by companies that try to circumvent regulations or bribe us to manipulate information. In these moments, we make a point of reaffirming our commitment to ethics and integrity, refusing any type of negotiation that could compromise the well-being of our employees,” he reveals. Massacani affirms that this consistent stance has contributed to gaining the market's trust, attracting clients who align with this value.
Felipe Buranello, CEO of Maria Brasileira, the largest residential and commercial cleaning network in the country.
Good communication combined with the principle of truthfulness is the foundation of the business. “The network has a national presence, which would make it impossible to keep franchisees well-informed through in-person meetings or mere email messages. So we created monthly live streams and weekly podcasts, which are a time for exchange, relaxation, where everyone expresses opinions, gives ideas, teaches and learns. Internally, the attention is equal for all employees, and they are the first to know about the franchisor's news,” explains Buranello. “Another point is that transparency permeates the business. I've seen networks lying about the real number of units. Here we are truthful and celebrate with great fanfare when we reach the 500th unit. When we are truthful, things flow,” he concludes.
Renata Barbalho, founder and CEO of Espanha Fácil, a consultancy specializing in immigration to Spain.
Transparency, one of the company's principles, has strengthened the organizational culture by creating an environment of mutual trust, serving as an example for the entire team and consolidating Espanha Fácil as a respected consultancy in the sector. For Renata, building a solid reputation requires a commitment to the truth. “I have always been against any practice involving false expectations or promises impossible to fulfill. A lie, however innocent it may seem, can generate future problems, such as misunderstandings and lack of trust. I have already refused several sales opportunities because I do not agree with this type of approach. I believe that honesty and transparency are fundamental for businesses that wish to grow ethically and sustainably,” she concludes.
Luís Schiavo, CEO of Naval Fertilizantes, a company specializing in biological products, nutrition, and application technology for crops.
Lying has no place within the company; it's like stealing! This is the premise Schiavo operates with in his daily work, particularly in his relationships with farmers and employees. “Farmers are very suspicious of products they don't know. So I donate fertilizers for their harvest, and they share any surplus production with me as payment for the products—something innovative in my sector. This exchange gives us credibility with the producer and ensures future purchases. There's no room for lies in the team. Even during times of crisis in agriculture, we've always maintained a very transparent relationship regarding Naval's mission and vision. There have been times when I supported my salespeople, but there have also been dismissals due to the discovery of lies,” Schiavo points out.
Rodrigo Melo, partner-investor and Expansion Director of the Harõ Group – a holding company dark kitchen and takeaway franchises that own the brands Harõ Sushi, Hapoke, The Roll, Redwok, Mango Salad, and Tio Parma.
Truth is not just a value, but the foundation for lasting relationships, as Rodrigo Melo from Grupo Harõ : “I joined the team on April Fool's Day, which was always a source of jokes with my partners. But, beyond the lightheartedness, at Grupo Harõ, one of our main values is the motto 'telling things as they are,' ensuring transparency in all relationships. This culture is reflected in concrete actions, such as listening to employees and franchisees to create successful dishes and maintaining complete communication during challenging times, such as corporate changes. We believe that transparency strengthens the team, generates motivation, and drives the holding company's growth. Furthermore, we emphasize that we are against lies, omissions, or outsourcing of responsibilities, to guarantee an environment of integrity, authenticity, and accountability.”
Rosane Argenta, founding partner and CEO of Saúde Livre Vacinas, a network of vaccination clinics for all ages.
Commitment to truth with collaborators and clients is the premise of Saúde Livre Vacinas. “Truth adds value to the company. Our team feels secure and transmits this security to patients, leading to better results because trust and credibility are the most sought-after factors in a private vaccination service. There is a marketing practice in our area that we at Saúde Livre Vacinas do not adhere to, as it consists of announcing the arrival of a certain product before its actual arrival at the clinic, leading the client to make an advance payment to a competitor for an item that is not yet available. We believe that not adhering to this type of practice is an example of transparent conduct with the client,” he points out.
Cristiano Correa, CEO of Ecoville, the largest franchise network of cleaning products in Brazil.
Ecoville stands out for its specialization and transparency, prioritizing results for clients and franchisees. Lying is out of the question for the CEO, who prefers to act transparently, regardless of the size of the problems: “There’s no beating around the bush here. When we faced logistical challenges that could affect franchisees’ operations, we told the truth, showed the plan to solve them, and guaranteed that it wouldn’t happen again. The result? Credibility. Those who are with us know they can trust us because Ecoville plays fair and gets things done. A classic lie I’ve heard is that franchising makes money without effort. Here in the network, we show that success comes with work, strategy, and execution. Those who follow the method and make it happen, grow.”
Lucas André, CEO of Fast Tennis, a tennis academy chain.
The businessman believes that authenticity guarantees consistency, and this generates leadership ownership. “Every relationship with the team should be based on transparency, but respectful transparency. Being offensive and saying you speak your mind isn't being transparent, but rather being honest and sincere. So, it's respectful to give feedback, to provide returns according to our expectations, because this will make the person improve and evolve. When you go to a social network or media outlet, your team, your stakeholders, and those who interact with you need to understand that what you are saying or representing is consistent with your behavior. This gives more strength and credibility to the image of the company leader. On social media, we apply authenticity by positioning ourselves not as tennis players, but as entrepreneurs who sell time, health, and fun through tennis,” he emphasizes.
Fábio Thomé Alves, CEO of 3i Senior Residences, a leader in humanized care and senior living.
The main foundation for 3i Senior Residence's relationships with clients is absolute honesty. “I often say that a painful truth is better than a sweet little lie. Since we deal with lives, with relationships, and above all, with the emotional state not only of the elderly person but also of their loved one, we need to establish strong bonds of trust. Our focus will always be on improving this relationship process. After all, when someone seeks a senior residence, they already carry certain beliefs and difficulties with them, so we need to create this bond so that they return home with the peace of mind that they are sharing, not transferring, the responsibility for their loved one to a support network they can trust,” she comments.
