The entrepreneurial
journey of Haroldo Jacobovicz spans several decades and multiple technology
ventures, each reflecting different phases in Brazil’s digital transformation.
His progression from an early computerization attempt in the 1980s to sophisticated
telecommunications infrastructure in the 2010s illustrates both personal growth
as a business founder and the broader maturation of Brazil’s technology sector.
The First
Venture: Microsystem
Even before completing
his civil engineering studies at the Federal University of Paraná, Haroldo
Jacobovicz demonstrated entrepreneurial initiative by founding Microsystem with
three technically proficient
classmates. The company aimed to serve “stores, pharmacies and
supermarkets by automating inventory control and cash
registers”—recognizing the potential efficiency gains that computerization
could bring to small retail operations.
Despite its technical
merit, this venture closed after two years, with Jacobovicz noting that
“that market was not yet ready for computerization.” This early
experience provided valuable lessons about market timing and adoption readiness
that would inform his subsequent
business approaches.
Corporate
Training Ground
Following this initial
entrepreneurial attempt, Haroldo Jacobovicz joined Esso (now Exxon Mobil),
where he gained exposure to corporate technology applications. His rapid
advancement from reserve salesman to market analyst for Brazil’s South region,
ultimately reaching a position handling commercial tactics and new business at
the company’s Brazilian headquarters, demonstrated both his technical acumen and
business understanding.
Later, at the Itaipu
Hydroelectric Plant as an advisor to the Technical Director, Jacobovicz
observed public sector technology implementation challenges—particularly noting
“the difficulty in adopting
computers given the bureaucracy involved in immobilizing permanent
assets.” These diverse organizational experiences enriched his
understanding of different institutional needs and constraints.
Minauro: A
Targeted Solution
When Haroldo
Jacobovicz returned to entrepreneurship in the 1990s, he established Minauro
with a business model specifically designed to address the challenges he had
observed, particularly in public sector contexts. The company offered
“four-year contracts with machine replacement every 18 months, including
maintenance”—enabling organizations to access
current technology without the complications of permanent asset
acquisition.
This targeted approach
proved highly successful, with Minauro winning “several bids in the South
and Southeast of the country.” Jacobovicz had effectively translated his
observations into a practical business model that addressed specific
institutional needs.
Expanding
Beyond Hardware: The e-Governe Group
As computerization
became more established in Brazilian institutions, Haroldo Jacobovicz
recognized the growing importance of specialized software solutions beyond
hardware provision. Through strategic acquisitions of companies including
Consult, Perform, and Sisteplan, he expanded his business offerings to
incorporate “tax, financial, administrative, health and education management
software.”
These moves resulted
in the creation of the e-Governe Group, providing comprehensive IT solutions
specifically designed for public administration requirements. This expansion
demonstrated Jacobovicz’s capacity to build business structures that could deliver
integrated technology services addressing multiple client needs.
Horizons
Telecom: Building From Scratch
In 2010, Haroldo
Jacobovicz ventured into telecommunications by founding Horizons Telecom to
serve the corporate market. Unlike his previous expansion through acquisitions,
this venture was built “from scratch using the best technical, human and
strategic resources available”—demonstrating his confidence in creating
new organizational structures based on his accumulated business experience.
The original project
benefited from collaboration with electrical engineer Renato Guerreiro, the
first president of Brazil’s National Telecommunications Agency (Anatel),
bringing regulatory understanding that enhanced the venture’s strategic
positioning. This approach to building a founding team with complementary
expertise reflected Jacobovicz’s maturing approach to company creation.
Growth and
Strategic Exit
Within a decade,
Horizons Telecom established itself as “a reference in the corporate
niche” of telecommunications, attracting acquisition by “a large
investment group” in early 2021 “to integrate an ambitious expansion
movement in the sector.” This successful exit validated both the company’s
operational quality and strategic positioning within Brazil’s telecommunications
landscape.
The decade-long
development trajectory from founding to acquisition demonstrated Jacobovicz’s
capacity to build sustainable business operations that could create value
recognized by larger market participants. This achievement represented a
significant evolution from his early entrepreneurial attempts.
Arlequim
Technologies: Current Venture
Following the
telecommunications company sale, Haroldo Jacobovicz launched Arlequim Technologies
in 2021, focusing on computer virtualization. This venture aims to
“provide the best of digital life to the largest number of people, with
the best cost-benefit” by enhancing the performance of existing equipment
across various markets.
This latest business
direction reflects both technological trends toward virtualization and
Jacobovicz’s consistent focus on practical solutions that address specific
market needs. The emphasis on boosting “an outdated computer, making its
performance compatible with state-of-the-art equipment” without requiring
new hardware purchases demonstrates his attention to both technical
possibilities and economic
considerations.
Evolution as a
Company Builder
Throughout these
various ventures, Haroldo Jacobovicz has demonstrated remarkable growth as a
company builder—from the early experimentation of Microsystem to the
sophisticated organizational development of Horizons Telecom. His progression
reflects increasing capacity to align business models with market needs, build
effective operational structures, and time market entry for maximum impact.
For aspiring
technology entrepreneurs, Jacobovicz’s journey offers valuable insights into
the learning process of company creation across different market contexts and
technological generations. His experience illustrates how early setbacks can
provide crucial lessons that enhance subsequent ventures when combined with
continued observation and strategic adaptation.