Se Meu Inconsciente Falasse: Ronaldo Camelo | Daniel Salles

Ronaldo Camelo: Building Santes Through Background, Innovation, and Leadership

Ronaldo Camelo (interviewee) discusses how his background, early entrepreneurship, and later brand-building strategies helped him build the Santes group—now a large network of restaurants and bars. He also reflects on leadership, delegation, and what “success” means.

Personal background and early career shifts

• Trained academically in electrical engineering, but did not work directly in the field; instead, he moved into insurance risk management.
• After his grandfather’s death, he took over a family bakery, while also helping create a multi-brand car dealership across the street.
• He later left the bakery to focus on cars, and eventually exited that business during a period of extreme economic instability in Brazil.

Building nightlife concepts during economic instability (late 80s/90s, inflation)

Ronaldo links his move away from the dealership to the harsh macroeconomic environment, describing how inflation was so high that car prices had to be adjusted constantly.

In 1998, with friends/partners Marcelo and Fernando Gordon, he helped found the group behind early venues:

• BES (opened around 1999 in Vila Olímpia / Quatá): A bar/nightclub concept with tables and food, later evolving into a nightclub.

• BES succeeded partly because it served a broader audience than an electronic-music scene alone—people wanted energy without feeling “locked into” one specific style.

Monte Cristo: A “stay inside” concept and DJ-driven atmosphere

After BES, they created Monte Cristo, described as a major turning point and a nationally recognized landmark.

Key innovation:

• A DJ inside the house, so customers wouldn’t feel the need to leave the venue afterward.

Ronaldo argues this format influenced later trends where nightclubs gradually gave way to bars/restaurants with nightlife energy embedded. He emphasizes that the DJ delivered a curated sound and vibe (not just mechanical playlists), helping customers stay longer.

From single venues to a durable brand (Santes / São Bento / São Corrado, etc.)

The discussion shifts to building brand longevity rather than “fleeting brands.”

• Ronaldo says the group sold Monte Cristo at some point.
• He claims the long-term strategy matured later with São Mento / São Bento (the subtitle naming alternates), after which they expanded by replicating a proven brand model in different cities.
• He frames 2005 onward as the period when brand construction accelerated:
  • New houses/openings across multiple cities/areas.
  • Continued replication after São Bento became permanent.

He also stresses adaptation:

• Replicating a concept does not mean copying/pasting—each location has different audiences, consumption timing, and pricing realities.

Managing a multi-unit group: delegation, partnerships, and avoiding leverage

Ronalno says growth relied on delegating operational work to partners and long-term employees rather than trying to control everything personally. He credits experienced staff and partners for maintaining quality across expanding units.

Expansion approach:

• Organic growth without outside investors.
• Avoiding debt/leverage: growth funded by partners and cash on hand.
• Using sponsors/partners (he lists several brands and companies) to reduce risk and support operations.

Scale (as referenced in subtitles/intro):

• From about 70,000 people served earlier to a target capacity aiming for roughly 140,000–150,000 people per month.
• 14 stores and seven brands (stated in the subtitles).
• The company reportedly serves around 150,000 people and 200,000 shops per month (wording unclear due to subtitle errors).

Technology and operational evolution

He contrasts early bar management—mostly cash, limited systems, and an older “vibe”—with today’s infrastructure, including:

• modern payment methods,
• more advanced systems,
• and continuous evolution driven by competition.

Handling criticism and decision-making around closures

Customer feedback

• Ronaldo prefers criticism delivered directly rather than via silent walk-outs.
• He responds especially when criticism is online, aiming to understand what went wrong.

Closures and transformations

• Closures happen when a location/operation is fundamentally “really bad.”
• In some cases, brand/space changes are driven by commercial realities, such as:
  • suppliers/brands leaving,
  • leases,
  • or required renovations.
• He frames the process as transformation rather than shutdown:
  • if one format fails, they try another.

Motivation, philosophy, and definition of success

• Motivation to open new locations comes from refusing complacency: if relationships or work become stagnant, things start to decline.
• On success and wealth:
  • Success means having enough to live peacefully and build a great family.
  • Wealth is tied to health and loved ones as the foundation; money is secondary—measurable, but unable to replace wellbeing.
  • He warns that success can lead to arrogance and later collapse if discipline is lost.
• He also reflects that his drive is not only financial—he values friendships, professionalism, and the ability to keep pushing forward.

Presenters / Contributors

• Ronaldo Camelo (interviewee)
• Daniel Salles (host/producer mentioned in the video title)
• Marcelo Pilegge (partner/friend mentioned)
• Fernando Gordon (partner mentioned)
• Plínio (employee/manager who coordinates operations; mentioned near the end)
• Fábio (finance manager mentioned; brother of Fernando; mentioned in subtitles)
• Resposta (sponsor of the videocast; platform referenced in the intro and sponsor question)