The people behind the decisions that hold the platform together.

A Business Administration graduate from the University of São Paulo, Vinicius Dias came from financial markets, where he traded on an investment bank desk. That is where the observation that founded the company came from: currency, equities and energy were already transacted through software that carried the risk rule inside the operation itself, and there was no reason products should be any different — least of all those that behave like commodities, from tires to grain, from parts to chemical inputs.

Since 2012, that observation is the line he does not let the company lose. It explains why the platform was born multi-warehouse, with the catalog separated from inventory, back in 2013, before the market had a name for it. And it explains why AI entered here as an agent operating under the same rules as a human seller, rather than a suggestion layer on top of a process no one governs. Holding that line meant learning technology deeply without having come from it, which is what makes it possible to decide what goes into the product without outsourcing that decision to whoever builds it.

The work runs in two directions that rarely fit in the same person. Outward, he brings the reality of the operation to the people who invest in the company, and comes back with the reading of those who have seen the same problem in other markets. Inward, he translates for the team what that reading changes about the route. It is the same movement he makes with customers: absorb the real operation, read new technology, and reconnect it to the original thesis instead of letting the platform become a sum of fulfilled requests.

The rest of the work never shows up in the product. Assembling a high-performance technology team in Brazil and keeping it together, cohesive and motivated across fourteen years, including the cycles when that is hardest. Selling entirely new technology into traditional sectors, where the strongest competitor is not another company but the way things have always been done. Competing for large projects against the world's biggest technology companies. And backing each of those projects with a return thesis rather than a promise, which is the financial instinct he carried into the commercial process: investment in technology has to show its return before approval, not after the money is spent.

For anyone who hires CWS Platform, that is what keeps the next decade of product answering the same question as the first: what does it cost to close a deal, and how much of that cost can be removed without removing control from the people who decide.

Also a University of São Paulo graduate, with a focus on Finance and Economics, Fernando Cymrot co-founded CWS Platform with Vinicius Dias in 2012. Neither came from technology, and the absence of technical conditioning was an advantage: with no favorite tool to defend, attention stayed on the problem.

Beyond finance, the ongoing relationship with the company's investors is his, and it yields two distinct things. The first is the expected one: direct investment, which gave CWS Platform room to innovate without waiting for innovation to pay for itself within the quarter, and to take on large projects with large companies. That is how the technology was built — project by project, not in a single funded leap.

The second makes less of a headline and is worth more. These are investors experienced in technology and in business, and Fernando Cymrot turned access to them into a channel through which knowledge enters the operation. What those investors have already seen work and fail at other companies reached decisions about product and architecture, and a meaningful share of what the platform is today passed through that conversation. It is a role that rarely exists at a technology company founded without venture capital: the finance partner usually brings only money, and here he brings judgment.

Add to that the financial discipline that lets a company founded in São Paulo sustain fourteen years of continuous platform evolution and compete for accounts that normally go to global technology corporations. A negotiation platform is not proven in a quarter. It is proven across contracts that span a customer's investment cycles, and that takes a balance sheet built for the distance.

That is what holds up, in practice, the promise the company makes to the people who hire it: a relationship measured in decades, not in licenses. The same architecture serves 17 sectors of complex B2B commerce today, and it is that scale that makes it possible to keep one product instead of fragmenting it per customer.