Operational Excellence
Take cost and time out of the operation without breaking what works.
- Lean and Kaizen implementation
- End-to-end process redesign
- Cost-to-serve and margin recovery
Management Consultancy · São Paulo
Consulting that turnsdecisions intoresults.
Most firms sell you a strategy and leave before it meets reality. We stay. Two senior operators — one who has run billion-dollar P&Ls, one full-time on the ground — working directly on the decisions that move your numbers.
The problem
Strategy is rarely the bottleneck.
In most companies we meet, the analysis already exists. What's missing is the decision, and the discipline to carry it through.
Decisions that stall
The data is on the table and the meeting keeps getting rescheduled. Nobody is willing to own the call.
Plans that never land
A well-built plan sits in a deck. Six months on, the operation runs exactly as it did before.
Operations HQ can't read
Latin America underperforms the model and no one at headquarters can explain why. The answer is usually operational, not commercial.
Services
Four lines of work.
Each engagement starts with a diagnostic and ends with something running differently. We scope narrow and go deep.
Latin America Entry & Scale
Build or fix a Brazilian operation with people who have already done it.
- Market entry and channel strategy
- Distributor selection and governance
- Local operations build-out
Commercial & Growth
Make the commercial engine produce predictable revenue.
- Sales force effectiveness
- Pricing and discount governance
- Channel and partner performance
Technology & Data
Give management numbers it can act on, and automate the work that shouldn't be manual.
- Operating dashboards and reporting
- Process automation
- AI-assisted operations
How we work
Diagnose. Decide. Execute.
Three phases, in order. We do not skip the first one and we do not stop after the second.
01
Diagnose
Rigour
Two to four weeks inside the operation. We talk to the people doing the work, read the numbers, and come back with what is actually happening — including the parts nobody wanted to say out loud.
02
Decide
Clarity
A short set of recommendations with the reasoning attached and the trade-offs named. You will know what we think, why we think it, and what it costs if we are wrong.
03
Execute
Partnership
We stay through implementation. Not a weekly check-in call — hands on the work, alongside your team, until the change holds without us.
Who we are
Two people. Both senior. Both on your project.
There is no bench of analysts behind us. The people you meet are the people who do the work.
Executive
Roberto Mendes
Chief Executive Officer
- President, GE Healthcare Brazil
- President, Danaher and Thermo Fisher LatAm
- 30+ years at billion-dollar multinationals
- Lean management expert
Roberto has spent more than thirty years running operations for some of the largest healthcare and industrial multinationals in the world. He was President of GE Healthcare Brazil, and President for Latin America at both Danaher and Thermo Fisher — P&Ls measured in billions, across markets that rarely behave the way headquarters expects. He is a lean management practitioner who learned the method by applying it to real factories and real commercial teams, not in a classroom. He founded RBBM to do the work directly, with the companies that need it most.
Operator
Bernardo Mendes
COO & Operating Lead
- Full-time on the ground in Brazil
- Serial entrepreneur in tech and healthcare
- Operations and technology lead
- Ex Rappi and Audi
Bernardo runs delivery. He has built and operated companies across technology and healthcare, and has worked inside the operations of Rappi and Audi — environments where the gap between a plan and its execution is measured daily. He is full-time on the ground in Brazil, which means engagements do not depend on a partner flying in once a month. He leads the technology and data side of the practice, building the systems that make an operational change stick after the consultants leave.
Where we work
Deepest in healthcare. Effective well beyond it.
Healthcare & Life Sciences
Medical devices, diagnostics, pharma and distribution. Three decades of operating history in this sector.
Multinationals in LatAm
Foreign headquarters that need a senior operator on the ground rather than another report.
Brazilian Mid-Market
Companies professionalising operations as they outgrow the way they were built.
Investor-Backed Portfolios
Post-acquisition value creation, where the thesis depends on operational change.
Next step
Start with a conversation.
Thirty minutes, no deck. Tell us the problem and we will tell you honestly whether we are the right people for it — and if we are not, who is.
Book a callWhat to expect
- A direct conversation with Roberto or Bernardo — not a sales team
- Our honest read on whether the problem is worth an engagement
- A clear next step, or a straight no