PRIMARY OPERATING CASE · EVIDENCE STATUS DISCLOSED
How an AGI B2B Operation Scaled From $35M to $150M+ in Revenue
A multi-year AGI AGI AGI Brazil country-operation transformation across GTM, channels, commercial organization, operating cadence, and P&L priorities.
INITIAL SITUATION
Growth required an operating system, not one sales tactic
The AGI Brazil operation needed stronger commercial structure, clearer channel execution, disciplined management cadence, and closer connection between revenue decisions and P&L priorities. The work treated market choices, people, partners, pricing, and financial accountability as one system.
ANDRE'S ROLE
Direct leadership and ownership of the number
Andre Magrini held direct commercial leadership responsibility across sales organization, channel strategy, operating execution, and P&L priorities. This page distinguishes public operating claims from details that still require company authorization.
TRANSFORMATION SEQUENCE
What changed as the operation scaled
Clarified market constraints, organization, channel performance, management gaps, and financial priorities.
Restructured commercial organization, partner execution, leadership cadence, and accountability.
Expanded proven motions while connecting resource allocation and commercial decisions to the P&L.
KPIS BEFORE AND AFTER
Evidence register
| KPI | Before | After | Public evidence status |
|---|---|---|---|
| Revenue | Approximately $35M | More than $150M | Public operating claim attributed to AGI; supporting documentation pending written authorization |
| Commercial organization | Structure required redesign | Rebuilt for scale | Scope publicly described; organization chart not published |
| Channel execution | Required stronger structure | Restructured and managed | Scope publicly described; partner-level data confidential |
| Pricing and margin | Not publicly documented | Not publicly documented | No unsupported figure published |
| Forecast accuracy | Not authorized | Not authorized | Earlier conflicting figures removed pending source validation |
KEY LEARNINGS
What transfers to another B2B company
- Revenue scale is a cross-functional operating result.
- Channels require governance, economics, enablement, and inspection.
- Commercial priorities must be connected to P&L choices.
- Management cadence converts strategy into repeated decisions.
- Capability transfer matters more than dependence on one executive.
LIMITATIONS
What this case does not claim
This historical result is not a forecast or guarantee. Exact dates, pricing data, forecast metrics, and supporting documents will be added only when disclosure is authorized and the sources are internally consistent.
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