Atomic Group opens new headquarters in Santa Catarina

Atomic Group is expanding its market share and announces its newest headquarters in Santa Catarina.

According to the group's founder and CVO, Filipe Bento, the new space will be dedicated to hosting purposeful entrepreneurs, with the central concept of being the "House of Microecosystems." The concept, envisioned by the executive himself, proposes a new way of viewing the future of entrepreneurship in the age of artificial intelligence.

"How to build businesses that not only withstand but thrive in the age of artificial intelligence? This is currently one of the most pressing questions among entrepreneurs across all sectors. Micro-ecosystems emerge as a promising path: lean, agile, and highly specialized business models, capable of growing even in a scenario dominated by automation. They connect startups, experts, and platforms, generating networked business opportunities and innovation," explains Bento.

New address

The new address for Atomic Group was carefully chosen: the HIGH TECH Business Center, on SC-401, in Florianópolis (SC). SC-401 is known as the "Santa Catarina Silicon Valley," a region that concentrates some of the most innovative companies in the country. "Being there is being at the center of the ecosystem. And that's exactly what ATOMIC's new space proposes: to be a hub of strategic intelligence, real connections, and high-density business," says the CVO. 

And forget traditional offices. The new unit was designed to be a vibrant space, offering mentorships, training sessions, recording sessions, in-person experiences, and networking opportunities. A place for entrepreneurs to think big, with clarity and focus, two scarce assets in times of information overload and noise.

Microecosystems

But what exactly are they? The group's CVO explains that while traditional ecosystems still maintain a central command structure (with startups and partners orbiting a large corporation), micro-ecosystems eliminate centralization and operate in a distributed, collaborative, and agile manner, without rigid hierarchies.

Traditional companies face bottlenecks such as rigid hierarchical structures, slow innovation, and difficulty scaling without inflating costs. Micro-ecosystems, on the other hand, allow for: scaling without structural burden, using smart partnerships instead of massive hiring; continuous innovation, as each member contributes insights and solutions; resilience, since risks are shared across the network; and speed of execution, as decisions flow without bureaucracy.

In practice, a micro-ecosystem is structured through strategic connections, and its founder acts as an orchestrator, connecting the dots, sustaining the vision, and nurturing the culture. However, they don't need to be at the center of all operations or engage in micromanagement. “Entrepreneurs no longer want to own the structure. They want to own the results,” summarizes Filipe Bento.

Market trend in 2025

Networked collaborative models, such as micro-ecosystems and co-creation platforms, are gaining traction in Brazil, driving innovation and efficiency across various sectors. While there isn't a consolidated value specifically for these formats, they are part of a broader ecosystem that, in 2024, moved US$2.14 billion in investments, considering startups, innovation hubs, and corporate venture initiatives, according to data from Distrito.

“This shows that more and more companies are moving from traditional acquisitions to partnership and co-creation models, which are characteristic of micro-ecosystems, due to the flexibility and speed they offer,” she points out.

The Atomic Group, for example, operates under this model, a network that connects seven companies, working in acceleration, education, venture building, and technology, with a presence on five continents and a goal of generating R$ 35 million in revenue by 2025. To achieve this, it maintains lean teams, prioritizes connections, reducing risks and accelerating results. In addition, its workflows are agile, adapting the group's initiatives to market changes without stifling operations.