01
Diagnosis
Before the immersion. A maturity questionnaire and interviews with the leadership team. You arrive with your case already mapped, so the room doesn't waste time on the generic.
The Grownt method
A program only ends in a decision.
The methodology came out of consulting practice, not a classroom. It exists to solve the most common problem in executive education: enthusiasm that does not survive the first budget committee.
The problem we solve
Why most immersions change nothing
An executive comes back from a week abroad convinced, full of references and without a single document they can take to the board. Three weeks later the calendar swallows them. Content was not the missing piece; form was. What was learned never became an object the company knows how to process, with a cost, an owner and a deadline.
- The content is generic. The same room serves heavy industry and digital retail, and translating it into the actual case is left to the participant.
- There is no deliverable. Without a document there is no way to put it on the board agenda or justify a budget.
- There is no path to money. The plan is born unfunded, and an unfunded plan dies at the first round of cuts.
- There is no afterwards. On the last day, the relationship ends.
The Grownt method
Four stages, one consequence
The method is the same across every program, from the two-day circle to a closed board engagement. The content changes; the requirement to leave with a decision does not.
02
Immersion
Closed room, one mentor per table. Content, real cases and challenge. Every block ends in a written decision, never in a loose note.
03
Plan
The deliverable is an individual action plan: what changes, who owns it, by when and at what cost. Reviewed by a mentor before you leave the room.
04
Funded execution
Where there is innovation, there is a funding mechanism. We map the path that applies and, if you want, Grownt runs the fundraising.
The bridge nobody else builds
The program ends where the money starts
This is the structural difference between Grownt and any business school. We do not stop at the plan. Grownt is, at its origin, a firm built on R&D tax incentives, innovation funding and M&A. When the plan you wrote in the room involves eligible innovation, there is a funding path, and we know that path because it is what we do every day.
Eligibility depends on the specific case. A preliminary reading is part of the program; execution is contracted separately.
Lei do Bem
Brazil's tax incentive for research, development and technological innovation.
Finep
Credit and grants for innovation projects, including subsidised lines.
Mover
Brazil's green mobility and innovation program for the automotive chain.
M&A and capital
When the answer is not to build, but to buy, partner or raise.
Principles
What holds the method together
A small room, real challenge
Forty leaders is the limit at which everyone can speak and be challenged. Above that, it becomes an audience.
A mentor at every table
The mentor does not lecture, they sit down. Translating content into the actual case happens at the table, not on the stage.
Writing is deciding
Every conclusion becomes text on the spot. What was not written in the room was not decided.
Cohort curation
Profile, sector and maturity are assessed. Direct competitors do not share a table.
Confidentiality
What is said in the room stays in the room. That is the condition for the cases presented to be true.
Optional continuity
Execution follow-up exists and is contracted separately, rather than priced into people who do not want it.
The next cohort is small by design
If you are accountable for an innovation decision that has stalled, start with the application. The twenty-minute conversation is free and exists so both sides can decide whether it makes sense.