Paulo Matta
Engineer first. Then everything the engineering could not answer.
I trained as a civil engineer, which is where you learn that the cost of a thing is not a matter of opinion. Then Paris, for the other half of the problem: who owns a project, who carries its risk, and what actually makes an investment worth making.
Since then I have worked in the industry and for other people. I have validated ideas and abandoned some. I have carried designs from drawing into execution. I have started and pushed new projects inside large companies, where the hard part is rarely the idea and almost always getting it built through everyone who would rather it were not.
At some point that stopped being enough. I became a father recently, and that reorganised the question. It was never about wanting more free time — it was about what my time is being spent on, and whether I would be able to explain it later. Invesquad is that decision: taking the reins and building something of my own, instead of building it well for somebody else's balance sheet.
It does not mean I stopped working for others. I still take a seat inside a company that genuinely wants to build something new — as an intrapreneur, carrying a project the way I would carry my own. The condition is the same every time: not as one more part of the machine. If a project needs somebody to own it, that is a conversation.
The sector changes — a building, a venue, a product, a piece of software — but the test does not. It has to answer a demand that genuinely exists, now or soon. It has to survive cost, regulation and time. And it has to come out sustainable and profitable, or it was only ever a mood board.