B Lab Global sought Gui Athia to develop a Stakeholder Governance proposal for multinational companies that are part of the B Movement Builders program. Gui mapped the needs of the multinational companies, while bringing the business and sustainability view in a unified form. Gui knew that the companies were in different stages and that governance is only effective when it mirrors the way the company works, and not the other way around. As a solution, Gui presented the business case model, a framework of 25 questions that each company responds according to its characteristics and strategies. By the end of the process, the companies receive a specific and accurate study that can be used at any time. With that, the process became standardized, but also customized.

A consumer goods company in the west coast of the United States needed to decide on how to make decisions amid the Ukraine war. Gui Athia was recommended by a company specialized in crisis management to complete the team that reported to the CEO. His role was to advise on decisions under the stakeholders’ diversity point of view, and their medium and long-term impact. Gui developed and implemented an evaluation system that combined the company’s growth strategy, its relevant stakeholders, material impact, risks, and opportunities. He also received advisory from a senior Board member. As a result, the CEO gained awareness about the potential impacts of his decisions in a judicious, accurate and broad manner.

The sports’ products and services sector in Brazil did not have an association to represent it before society and local governments. After a few months working in this sector, Gui Athia noticed the need and opportunity to establish cooperation and sectorial governance on themes that are sensitive to all competitors. While setting new relations, Gui proposed the governance model, starting with a letter of principles. After the unanimous accession of national and international brands to the letter of principles, the next step was taken. The statute was written, reviewed, and approved by the companies. Next, a strategic plan was designed, comprising short and long-term goals, teams, processes and KPIs. The association achieved several and solid victories.

Institutional and Government Relations professionals needed an executive course of international standard and strategic propositions. In 2013, Gui Athia designed and implemented the first Government Relations executive course in Brazil. After defending his thesis about the differences between doing lobby in Brazil and in the United States, Gui Athia realized that he needed to extend his legacy to colleagues, avoiding or reducing corruption and amateurism. Gui introduced the course into one of the top business schools in Latin America, within the strategy department. He brought KPIs, techniques and practices, as well as business cases into the classroom. It was an immediate success. In addition to the great attendance and high participation interest, other business schools started to offer his Government Relations courses.

A German machinery company faces succession and image issues with its stakeholders. Two brothers take the leadership of the company, although they have different views regarding governance. One brother is focused on short-term results while the other is concerned with building unwavering relationships with investors, client companies and communities. Our solution was to design and implement a simple, yet effective governance process driven to short and long-term performance. We provided the tools that enabled the brothers to make decisions with clarity, criteria, and agility.