Emanuel Ritter · Machinery and agribusiness
Knowledge drives business results and transforms lives.
I learned it in practice, over twenty years between the factory, the field and the boardroom.
It guides every business I help build.
A machine is sold once. The business around it is built every season.
The work always starts in the same place: the business challenge of the person across the table.
From there, I build three things.
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The market that buys
Whoever signs the purchase needs to see the result in their own operation.
~+25%market share in strategic accounts
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The dealers who sell
A dealer grows when customer success and its own profit point the same way.
−15% to +25%service margin across 17 stores
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The people who make it work
Technology only turns into results in the hands of people prepared for it.
25% to 80%+of key dealer certifications
Each chapter taught me what the next one would ask for.
Swipe sideways to see the six chapters.
Skip the track record-
Chapter 1 of 6 · 2008–2015
Know the product and the field
PLA, AGCO, Caterpillar and John Deere
Knowing the machine from the inside means knowing what the customer will ask in the field.
−30% tractor field failures
See details: Know the product and the field
Engineering, dealer and product support · PLA, AGCO, Caterpillar and John Deere
Proof
- −30% field failures in tractors
- 5 tractor launches supported, including the first 8R built in Brazil
What stayed
A path from the field to engineering: what technicians saw on the farm became design decisions.
For you
Demonstrations led by someone who knows the machine from the inside.
Education: Mechanical and Automotive Engineering at ULBRA (2006–2012).
Before that, IT technician at IFSC (2003–2005).
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Chapter 2 of 6 · 2015–2018
Win the large accounts
John Deere · MT/RO/AC/MS territory
Large farming groups buy from people who understand their operation as well as they do.
R$ 90M → 130M in a negotiation that included the customer success plan
See details: Win the large accounts
John Deere · MT/RO/AC/MS territory, 17 stores, more than 4.5 million hectares
Proof
- ~+25% market share in strategic accounts
- R$ 90 → 130M a negotiation where the customer success plan was part of the deal
What stayed
Customer success plans with Bom Futuro, SLC Agrícola, Amaggi and Scheffer, linking sales and aftersales.
Across the network, service margin went from about −15% to +25%, and NPS from 56 to 87.
For you
Relationships with the largest Cerrado groups, built in the field and in the boardroom.
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Chapter 3 of 6 · 2018–2020
Create the business and get the network selling
John Deere · Latin America
Dealers started selling service for the machine’s whole life.
150 → 35K+ connected machines in two years
See details: Create the business and get the network selling
John Deere · Latin America, 15 countries
Proof
- 150 → 35K+ machines connected in two years
- 45 dealer groups selling connected services, with no obligation to
What stayed
The dealers came to run 71 centers and sell service packages, extended warranty and maintenance contracts.
The project was a CAO Award 2020 finalist, and the model was cited in Virginia Tech’s GAP Report.
For you
The dealer sells service for the machine's whole life, not just at delivery.
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Chapter 4 of 6 · 2020–2022
Prove the value
John Deere · Latin America
The sales case left the brochure and moved to the customer’s own farm numbers.
~15% productivity gain measured in soybean and corn
See details: Prove the value
John Deere · Latin America
Proof
- ~15% productivity gain measured on soybean and corn farms
- 12 projects with startups, through 5 innovation hubs
What stayed
An ROI method applied on real farms, with a calculator built with DataFarm.
It shaped the value message for precision technology.
For you
The sales case moves from the brochure to the customer's own farm numbers.
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Chapter 5 of 6 · 2022–2026
Prepare the network to scale
John Deere University · Brazil
A well-prepared network sells and serves before the volume arrives.
~5x revenue in four years, with training sold as a service
See details: Prepare the network to scale
John Deere University · Brazil
Proof
- 25% → 80%+ of key dealer certifications
- R$ 60M+ in partner capital, with USP/ESALQ, FAHOR and regional SENAI units
What stayed
Training sold to the network as a service, with 6 centers and more than 130 certified instructors.
The governance standard was adopted across Latin America.
Revenue grew about 5 times in four years.
For you
A network ready to sell and serve before the volume arrives.
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Chapter 6 of 6 · 2024–today
Sell complex solutions, at national scale
SENAI National Department (CNI)
Today the sale involves the boardroom, many decision makers and each client’s own challenge.
Tens of millions of reais per program
See details: Sell complex solutions, at national scale
SENAI National Department (CNI) · national industrial accounts
Proof
- Tens of millions of reais per program, designed to train thousands of people
- 7 months to breakeven at a healthtech, with partnership-led go-to-market (advisory, 2024–2025)
What stayed
Programs built around each client’s business challenge.
I negotiate access to funding and innovation policy with industry associations and the CNI system.
For you
Complex sales, with C-level buyers and many decision makers, is today's work.
Today this work happens on three fronts.
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SENAI (CNI) Key Account Manager
Strategic accounts for some of Brazil’s largest industrial companies, with programs built around each client’s business challenge.
senai.portaldaindustria.com.br -
Agro Carreiras In progress
Opening career paths in agribusiness for people who are starting out.
agrocarreiras.com.br
If the challenge involves markets, dealers or people, it is worth a conversation.
I read and reply personally, Monday to Thursday. Prefer LinkedIn?