Jorge Paulo Leman, Marcel Telles It is Carlos Sicupira are known as the three main shareholders of Americans (AMER3): together, they hold 31% of the capital of the distributor, which filed for bankruptcy after reporting accounting inconsistencies.
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Besides the retailer, the executives are among the richest men in Brazil, with equity capital estimated at BRL 160 billion and have several other businesses.
These operations began to be carried out while the trio were partners at Banco Garantia, until the constitution of a company to manage these investments, the Capital 3G.
Founded in 2004 and based in New York, the manager defines itself as a global investment company focused on the long term. 3G acts as a private equity manager: provides capital to companies with growth potential with the aim of acquiring shareholder control of the companies.
One of the hallmarks of business is having an aggressive growth strategy, usually achieved through mergers and acquisitions.
Its portfolio mainly includes companies in the retail and food sectors. See below:
- AB Inbev
- Kraft-Heinz
- International restaurant brands
- Hunter Douglas
Considered the largest brewery in the world, the AB Inbev is the parent beverage company of Ambev (ABEV3). The management’s investment in the group comes a long way: they started to invest money in brands like Antarctica and Brahma, to then bring capital into Ambev and, in 2004, associate it with Interbrew, forming the group .
International Restaurant Brands, burger king owner, was acquired in 2010 for US$3.36 billion. In 2015, the group acquired, via Restaurant Brands, the Canadian coffee chain Tim Hortons for $11.4 billion. In 2017, the manager added another snack chain, the popeyes.
A Kraft-Heinz was acquired for 28 billion dollars in 2013. The agri-food manufacturer counts among its shareholders, in addition to 3G, Berkshire Hathawayinvestment company owned by mega-investor Warren Buffett.
In 2021, it is 3G’s turn to buy the Dutch multinational blinds and curtains Hunter Douglas for $7.1 billion.
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