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OPERATIONS · TRANSFORMATION · VALUE CREATION

Operating
leadership.

Across McKinsey, entrepreneurship, and lower-middle-market M&A, I’ve worked from diagnosis through execution: identifying value, aligning people around the work, and building the routines that make results stick.

See selected work Download résumé / PDF
$28M+procurement savings delivered
~$1Bvalue-creation opportunities identified
21PE and family-office capital partners
3+signed LOIs following 20+ IOIs
80+acquisition targets assessed in depth
7+transformations supported across the U.S. and Latin America
100,000+units sold by a co-founded venture
10%+personnel cost reduction in a target area
Selected evidence
01 / WHERE I ADD VALUE

Experience that travels across the business.

The same operating orientation has been useful in different settings where decisions need to become measurable progress.

PE-BACKED · LOWER-MIDDLE-MARKET

Building and improving the business

Working with owners and leadership teams on operating cadence, performance, growth, integration, and selected M&A.

LARGER COMPANY OR PLATFORM

Turning transformation into execution

Connecting strategic priorities to the people, routines, and measures that carry change into the day-to-day.

02 / THE THROUGHLINE

A career shaped by being close to the result.

My early ventures taught me to build with limited resources and stay close to customers, people, and the day-to-day economics.

At McKinsey, I developed a structured approach to complex change. My most formative work put me alongside operating teams, translating opportunities into processes, ownership, and measurable results.

At LUZ, I built an acquisition platform and worked with business owners, investors, and lenders across diligence, negotiation, and value-creation planning. It strengthened my judgment about business quality, risk, and how owners weigh capital decisions.

Across those chapters, my way of working has become clearer: get close to the business, make the economics and priorities explicit, and help people carry change into daily operations.

03 / SELECTED WORK

Results from operating work, transformation, and business-building.

Four examples of work that connect analysis with implementation, business-building, or sound decisions under uncertainty.

01SELECTED WORK

PROCUREMENT TRANSFORMATION · MCKINSEY

Turning a procurement opportunity into realized savings.

The situation

An offshore oil-production platform needed a procurement transformation that could move from analysis into day-to-day execution.

My role

Managed the client team through a multimillion-dollar transformation, then returned at the CFO's request to coach the team through implementation.

Selected results

  • $28M+ in additional savings delivered
  • Client capability strengthened through follow-up coaching

What it says about how I work

The work continues until the people responsible can carry the change forward.

02SELECTED WORK

OPERATING IMPROVEMENT · MCKINSEY

Changing how work gets done on the front line.

The situation

Some performance opportunities only become clear by understanding the work at the point where it happens.

My role

At a major Brazilian steel producer, designed and implemented a labor-allocation system. In a separate retail engagement, redesigned a back-room operating process.

Selected results

  • Steel producer: personnel cost reduced by 10%+ in the target area
  • Retailer: redesigned process contributed to 14% sales growth

What it says about how I work

Start with the operating reality, then make the change practical for the people doing the work.

03SELECTED WORK

PLATFORM BUILDING · LUZ CAPITAL PARTNERS

Building a lower-middle-market acquisition platform.

The situation

Create a credible platform with no inherited pipeline, operating infrastructure, or institutional brand.

My role

Raised approximately $1M from 21 private-equity and family-office capital partners. Built the sourcing and evaluation engine, and led acquisition work with business owners, investors, lenders, and advisors.

Selected results

  • 8,000+ companies contacted through proprietary sourcing
  • 80+ acquisition targets assessed in depth
  • 20+ IOIs and 3+ signed LOIs

What it says about how I work

Developed an owner's lens on business quality, risk, capital, and the conditions required to move forward.

04SELECTED WORK

ENTREPRENEURSHIP · BRAZIL

Turning a product into an operating business.

The situation

A confectionery idea needed production, people, customers, and distribution to work together.

My role

Co-founded and operated Palha da Nonna across Rio de Janeiro and São Paulo, building production, sales channels, retail points of sale, and a distributed university seller network.

Selected results

  • 100,000+ units sold in approximately one year
  • Approximately 15,000 units sold per month at peak

What it says about how I work

An early lesson in building around customers and the realities of daily operations.

04 / HOW I WORK

Understand the work.
Build momentum.

A practical way to lead complex operating change.

01

Get close to the operation

Learn how work actually moves, where it gets stuck, and what customers and employees experience.

02

Make ownership clear

Turn the goal into a short list of priorities, decision owners, measures, and follow-up.

03

Keep the work moving

Set a useful operating rhythm, adapt when the facts change, and close the loop with the people doing the work.

05 / EXPERIENCE

Experience across business-building and large-scale change.

From frontline operations and enterprise transformation to acquisition strategy and venture-building.

LUZ Capital Partners

Managing Director

Led acquisition strategy and investment operations, from thesis development and capital formation through sourcing, diligence, negotiation, and value-creation planning.

  • M&A diligence
  • Capital formation
  • Deal structuring
  • Value creation

McKinsey & Company

Associate to Engagement Manager

Led transformation and strategic-procurement work. Led a five-person U.S./India team that identified approximately $1B in opportunities and managed a 10-year Chicago initiative involving 28 CEOs and managing partners.

  • Transformation
  • Procurement
  • Executive alignment
  • Implementation

Amazon

Pathways Operations Manager Intern

Analyzed operating problems across six weekly case-based projects and presented recommendations to network leadership. Received a full-time offer before returning to McKinsey.

  • Operations
  • Process improvement
  • Network leadership

McKinsey & Company

Business Analyst

Worked on procurement and operating transformations across Brazil and Peru, including a client-led procurement transformation that delivered $28M+ in additional savings.

  • Cost transformation
  • Operations
  • Client implementation

EARLIER INTERNSHIPS

  • VisagioInternship
  • AmbevMarketing Analyst Intern
  • ValeProcurement Analyst Intern
06 / EARLIER VENTURES

I have been building
for a long time.

Early ventures taught me to test ideas, organize the work, and learn from actual customers.

01

Palha da Nonna

Co-founded and operated a confectionery business across Rio de Janeiro and São Paulo, coordinating employees, retail points of sale, and a distributed university seller network.

100,000+ units sold in approximately one year

02

LinkIT

Co-founded a venture connecting corporate R&D needs with Brazil’s public research community, using Lattes data to develop researcher-identification and matching tools.

Early venture-building and product development

03

AindaTem

Joined the founding team of the Rio de Janeiro venture, which was incubated by 21212.

Early-stage venture experience
07 / EDUCATION & BACKGROUND

Education

University of Chicago Booth School of Business
MBA · General Management, Operations, Finance & Behavioral Economics

IBMEC
Industrial / Production Engineering · Top 5% GPA

Universidade Federal do Rio de Janeiro
Nanotechnology · Materials Engineering concentration · 2nd-highest GPA

Languages

Portuguese · Fluent
English · Fluent
Spanish · Fluent

Recognition & leadership

McKinsey Distinctive Performance Rating · top 5% nationally
McKinsey Innovation Olympics · Silver Badge
Chicago Booth Dean’s Service Award
Chicago Booth Cohort President
VP of Global Affairs, Chicago Booth
Rensselaer Medal recipient

FURTHER READING
Selected writing and research
2026Structural Trade-offs in Entrepreneurship Through Acquisition: Capital, Governance, and Regulatory Constraints Across ETA Models2025Search Funds as an Acquisition Entrepreneurship Strategy: A Review of Best Practices, Historical Evolution, and Challenges in the North American Market2012Study of the Emissivity of Selective Anatase Surfaces on Aluminum

START A CONVERSATION

Let’s talk about the work
that needs doing.

Most of the work shown here began with a difficult operating question. If you are working through one, I’d be glad to compare notes. Based in Orlando and open to selective relocation.

Schedule a conversation
contact@daniloboavista.com Connect on LinkedIn