Part VII — People & Operations
Status: 📝 annotated outline — to research. No repo source yet. Needs a labor-law (CLT) + operations pass.
This part answers: “what does it cost and take to employ people and run operations in Brazil?“
36. CLT in practice — the real cost of employing in Brazil
Section titled “36. CLT in practice — the real cost of employing in Brazil”What to cover: the CLT (Consolidação das Leis do Trabalho) — Brazil’s labor code; the wedge between gross salary and total employer cost (encargos: INSS, FGTS, 13th salary, vacation +1/3, etc.) — often cited at ~70–100%+ on top of base salary; labor-court (Justiça do Trabalho) risk. 🚩 Source the exact employer-cost loading. (Contrast: the Paraguay maquila context in the founder’s notes puts labor charges at 30–35% — relevant if BAW ever weighs a PY angle, but that does not give Mercosul origin; see Part IV §19.)
37. Hiring & structuring a team
Section titled “37. Hiring & structuring a team”What to cover: what an OEM subsidiary’s first Brazil team looks like (commercial, after-sales, homologation/regulatory, finance, legal); local vs expat; the option to lean on a partner’s existing team (Part V §29). 🚩 Outline only.
38. Regional & logistical realities
Section titled “38. Regional & logistical realities”What to cover: the continental scale (road freight dominance, port choices — Santos/Itajaí/Vitória), the Sudeste/Sul demand concentration (Part I §2), inland distribution to the under-penetrated interior. 🚩 Source freight/port specifics if needed.
Connects to: Part I §2 (where demand is) and Part V (the dealer network carries much of the local-workforce burden, which is exactly why the dealer model is capital-efficient).