MATHEUS DE BIASI VANTINI: THE ART OF BUILDING BUSINESSES AND TRANSFORMING VISION INTO LEGACY
‘SPORT’ COVER EDITION - NOVEMBER 2026
Entrepreneurship is, above all, about recognizing possibilities where others still see limitations. For Matheus de Biasi Vantini, a Brazilian entrepreneur at the helm of MV Group, this perspective became the starting point of a journey shaped by different markets, strategic decisions, and a constant pursuit of growth. At 40, his professional experience spans law, logistics, investments, tourism, food services, and business management, reflecting a business vision guided by diversification and the creation of long-term value.
A law graduate from Universidade Paulista, with a specialization in Labor Litigation and a certification in Project Management and Corporate Risk from the University of Chicago, Matheus began his career in the legal field. His experience at the Public Prosecutor's Office helped him develop a perspective grounded in responsibility, discipline, and risk assessment. This educational and professional foundation would later become a distinctive advantage in the way he leads and manages his businesses.
For him, legal knowledge has never been confined to the courtroom. His understanding of relationships, responsibilities, and the consequences of every decision became an integral part of his approach to entrepreneurship. After all, taking risks is inherent to running a business, but knowing how to identify and manage them is what makes it possible to build stronger, more resilient structures.
It was in the road transportation sector, however, that his entrepreneurial experience truly gained momentum. Upon joining the family business, Matheus embarked on a journey spanning approximately 15 years, progressing from sales representative to executive leadership. During this period, he took part in expansion initiatives, professionalization processes, and operational development in an industry defined by intense competition, the constant pursuit of efficiency, and the need for continuous decision-making.
More than simply witnessing the growth of a company, this experience helped shape his understanding of what sustains a business over time. Well-structured processes, financial control, strategic planning, and, above all, committed people became central pillars of his management philosophy.
“A company does not grow simply because it sells more. It grows when it can establish structured processes, develop people, keep its finances under control, and, most importantly, successfully execute what it plans,” he explains.
This perspective also helps explain the evolution of his professional journey. As he gained experience and matured as an entrepreneur, Matheus began looking beyond the industry in which he had built his first professional foundation. His curiosity about different markets and ability to identify opportunities paved the way for a broader business presence, now brought together under MV Group, his main business structure.
The group brings together operations across different sectors, including logistics, law, tourism, food services, investments, and asset management. Its portfolio also includes stakes in brands such as Davvero Gelato and Push Matcha, extending his business activities into consumer markets and emerging experience-driven sectors.
Diversification, however, is not simply a strategy of multiplying investments. For Matheus, every opportunity must be supported by solid fundamentals, development potential, and capable people prepared to lead the operation. His interest lies in businesses where he can contribute strategically and take part in building sustainable, long-term results.
“Diversifying does not mean investing in just anything. I look for businesses with growth potential, competent people managing their operations, and business models that make economic sense,” he explains.
Another important pillar of his work lies in the legal sector. Through a specialized operation, Matheus has also developed a business division focused on credit recovery, which, according to information provided by the entrepreneur, has already recovered millions in outstanding amounts. In this context, law is no longer simply the starting point of his professional education but has become an integral part of a broader business model.
The business structure also includes MP2 Empreendimentos e Participações, a holding company established to organize corporate stakes, strengthen governance, and contribute to the professionalization of management. With more than 1,000 direct and indirect employees involved in its operations, the scale of his business activities brings responsibilities that extend far beyond financial results.
It is within this context that his leadership philosophy takes on greater significance. Matheus believes in a management approach that combines closeness, autonomy, and high standards. He remains involved in business operations, values direct interaction with his teams, and understands that strong results depend on people who are prepared to take responsibility.
“Leadership does not mean centralizing every decision. On the contrary, it means developing people who are capable of making good decisions even when you are not there,” he emphasizes.
His business perspective is also rooted in the understanding that an organization's individual growth depends on collective development. Respect, meritocracy, and professional opportunities are among the principles he seeks to strengthen across the companies within his group.
A new horizon is now beginning to take shape in his plans: international expansion. A recent visit to Miami provided an opportunity to broaden his exposure to the American market, observe emerging trends, and explore potential investment opportunities. The United States represents not only an avenue for expansion but also an environment for learning about innovation, entrepreneurship, and scalable business models.
His intention is to move forward with careful planning, identifying operations with solid foundations and promising growth prospects. Without stepping away from the Brazilian market, which remains an essential part of his strategy, Matheus aims to broaden his business presence and stay ahead of the transformations taking place in an increasingly interconnected global economy.
Looking back on his journey, one element connects its different stages: a willingness to keep learning. From his beginnings in law to leading a transportation operation, from diversifying investments to building MV Group, each stage has brought new perspectives to the way he understands entrepreneurship.
More than numbers, companies, or business sectors, his vision points toward an ambition rooted in continuity: the desire to build structures that endure, create opportunities, and positively impact the people who are part of them.
For Matheus de Biasi Vantini, the future is not defined solely by how large his businesses can become, but also by the meaning they will carry along the way. It is a vision that transforms success into an ongoing process of evolution, in which every achievement creates room for new challenges.
“When I look to the future, I don't think only about how large our companies can become. I think about the legacy we can build, the opportunities we can create, and the people whose lives we can positively impact.”
Throughout a career marked by his ability to navigate different business environments, Matheus reaffirms a conviction that seems to guide his decisions: growth requires movement, but building something meaningful requires purpose, consistency, and a long-term vision.
Interview with Matheus de Biasi Vantini – Lawyer, Entrepreneur, and Founder of MV Group
1. You began your career in law and worked at the Public Prosecutor's Office before entering the business world. How did this early experience contribute to your development as an entrepreneur?
Law was one of the most important foundations of my professional and personal development. My experience at the Public Prosecutor's Office gave me a broader understanding of responsibility, ethics, discipline, and, above all, the consequences of the decisions we make.I have always viewed law as something that goes far beyond the courtroom. It is present in virtually every business relationship. This background taught me how to assess risks, anticipate problems, and make decisions with greater confidence.I believe an entrepreneur needs the courage to take risks, but also needs to understand exactly which risks they are taking. Without a doubt, this legal perspective has been an important advantage throughout my journey.
2. For 15 years, you were involved in expanding your family's transportation business, eventually reaching an executive leadership position. What was the most important lesson from that period?
Those 15 years were filled with learning, challenges, and personal and professional growth. The transportation industry is extremely competitive, operates on tight margins, and requires quick decisions every single day.I learned that a company does not grow simply because it sells more. It grows when it can establish structured processes, develop people, keep its finances under control, and, most importantly, successfully execute what it plans.But perhaps the greatest lesson was understanding that there is no sustainable growth without committed people. You can have capital, infrastructure, and an excellent strategy, but without an aligned team, it is very difficult to build something lasting.I also learned that entrepreneurship requires resilience. Not every day is a good one, and not every decision turns out as expected. It is precisely during difficult moments that an entrepreneur must demonstrate balance and leadership skills.
3. Today, MV Group brings together businesses across different sectors, including logistics, law, tourism, and food services. What sparked your interest in diversifying your investments?
I have always been a restless person, in the best possible sense. I enjoy studying markets, understanding business models, and identifying opportunities that often lie outside our original areas of expertise.Diversification emerged naturally from this curiosity and my experience as an entrepreneur. Over time, I realized that interesting opportunities exist across different industries and that the knowledge acquired in one business can contribute significantly to the development of another.But diversification does not mean investing in just anything. I look for businesses with growth potential, competent people managing their operations, and business models that make economic sense.Today, my vision is much more focused on building long-term value than simply pursuing immediate results. I enjoy being involved in projects I believe in, contributing strategically, and growing alongside the people leading them.To me, entrepreneurship means staying in constant motion, learning, evolving, and pursuing new opportunities.
4. With more than 1,000 direct and indirect employees across your operations, leadership becomes a major challenge. How would you define your management style?
I strongly believe in leadership based on setting an example, maintaining close relationships, and taking responsibility.I am not a manager who believes in relying solely on numbers and reports, even though they are essential. I like to understand the operations, talk to people, and see what is actually happening within the companies.At the same time, I am quite demanding when it comes to results, commitment, and execution. I believe people need the autonomy to do their jobs, but they must also understand their responsibilities.One thing I have learned over the years is that leadership does not mean centralizing every decision. On the contrary, it means developing people who are capable of making good decisions even when you are not there.I strive to build environments where respect, meritocracy, and opportunities for professional growth are valued. After all, a company can only truly grow when the people who are part of it grow as well.And there is something I consider fundamental: no one builds anything meaningful alone.
5. You are currently exploring expansion opportunities in the United States. What does this new stage represent for your journey, and what are your expectations for the future?
I see this stage as a natural evolution of my entrepreneurial journey.I have always made a point of observing what is happening beyond Brazil, particularly in more developed markets. The United States has a very dynamic business environment, with a strong culture of innovation, entrepreneurship, and scalability.I recently visited Miami precisely to broaden my perspective, explore opportunities, and gain a better understanding of certain trends in the American market.My intention is not simply to expand internationally for the sake of it. I want to identify businesses with solid foundations, growth potential, and the ability to generate long-term value.I strongly believe in Brazil's potential and continue to see countless opportunities here. However, I also understand that entrepreneurs need to broaden their horizons and be prepared to operate in an increasingly global marketplace.When I look to the future, I don't think only about how large our companies can become. I think about the legacy we can build, the opportunities we can create, and the people whose lives we can positively impact.I still have the same mindset that brought me this far: work hard, learn every day, and never believe that I have already reached the limit of what I can achieve.To me, success is not a destination. It is something built every single day.
