We were lucky to catch up with Renato Lerner recently and have shared our conversation below.
Renato, thanks for taking the time to share your stories with us today Can you recount a story of an unexpected problem you’ve faced along the way?
One of the most unexpected and challenging problems I faced in my business occurred during my time in Angola. This situation tested my problem-solving skills, resilience, and adaptability in a high-stakes environment.
The Backstory: The Crisis in Angola
In 2008, I was invited to manage a construction company in Angola. At that time, the country was recovering from a long civil war, and the construction industry was booming due to the demand for infrastructure and housing. The business potential was huge, but the challenges were equally formidable—logistics were complicated, bureaucratic hurdles were extreme, and the workforce needed extensive training.
One of our most significant projects was a government contract for a housing development in Luanda. We had secured financing and imported materials and were on schedule—until the Angolan financial crisis hit. Almost overnight, the government froze payments, inflation skyrocketed, and suppliers stopped extending credit. Suddenly, we were left with a half-finished project, unpaid workers, and no immediate solution.
The Moment of Crisis
It was one of the most intense moments of my career. The site was active, the workers needed their wages, and stopping the project would mean substantial financial losses for the company and everyone involved. The pressure was enormous, and the uncertainty made decision-making incredibly difficult. I remember lying awake at night, running numbers in my head, trying to find a way out.
The Resolution: Navigating the Crisis
Rather than panic, I took a systematic approach:
Negotiating with Stakeholders – I immediately opened negotiations with suppliers, explaining the situation and working out extended payment plans. Some accepted partial payments, while others agreed to barter deals (e.g., exchanging completed housing units for materials).
Alternative Financing—Because banks limited credit, I had to get creative. I contacted private investors, offering them equity in the project in exchange for capital injections. This was an unconventional approach, but it worked.
Adapting the Business Model—We also had to rethink our construction methods to rely more on local materials and reduce import dependency. This meant re-engineering certain aspects of the project, but it ultimately helped keep costs down.
Retaining the Workforce – Rather than laying off employees, which would have damaged morale and trust, I worked out a system of staggered payments and additional incentives for those willing to stay through the crisis. This was tough, but it kept key workers engaged.
The Outcome
Over time, we stabilized the project. We completed the development by adjusting our financial strategy, restructuring costs, and leveraging creative solutions—albeit later than planned. This experience was a turning point in my career, reinforcing the importance of adaptability, negotiation skills, and financial foresight.
The Takeaway
This situation taught me invaluable lessons that I still apply today:
Always have a contingency plan—especially when working in volatile markets.
Strong relationships are key. Trust and communication can keep a project alive, whether with suppliers, workers, or investors.
Creativity in problem-solving is crucial—when conventional solutions fail, thinking outside the box is the only way forward.
At the time, it felt like the world’s weight was on my shoulders. But that crisis shaped me into the entrepreneur I am today. It proved that even in the face of the unexpected, there is always a way forward—you must be willing to find it.
As always, we appreciate you sharing your insights and we’ve got a few more questions for you, but before we get to all of that can you take a minute to introduce yourself and give our readers some of your back background and context?
Who is Renato Lerner?
I am a civil engineer with an extensive 30-year career in construction, spanning Brazil, Angola, and the United States. A deep passion for building, problem-solving, and innovation has shaped my journey in this industry. From managing multimillion-dollar projects to founding and leading my own companies, I’ve built a reputation for strategic execution, financial acumen, and operational excellence in the construction sector.
How I Got Into the Industry
My path into construction began with my engineering degree from UFPE (Federal University of Pernambuco), followed by an MBA in Business Management from FGV and a postgraduate degree in Occupational Safety from UPE. Early in my career, I launched my own engineering company in Brazil, where I gained hands-on experience in managing projects, coordinating teams, and navigating the complexities of the construction industry.
In 2008, I was invited to take over the management of a construction firm in Angola. This was a defining period for me. After years of civil war, Angola was in intense development, and the demand for infrastructure was immense. It was a high-risk, high-reward environment that required resilience, negotiation skills, and innovative thinking to overcome challenges like material shortages, financial instability, and workforce limitations.
Beyond business, I became the owner of the first Neurodevelopment Center in Angola, a facility dedicated to treating children with Down Syndrome, Autism, and other developmental disorders. This humanitarian project holds significant personal meaning for me, as it allowed me to combine my expertise in construction with a mission to improve the lives of children and their families.
In 2016, I moved to the U.S. and applied my international expertise to the American real estate and construction market. That’s when I founded Invision Investments, a company specializing in real estate development and construction of high-end single-family and multifamily homes in Florida.
What We Do at Invision Investments
Invision Investments is not just a construction company—it’s an investment-driven real estate development firm. We create and build projects with strong financial fundamentals, ensuring that every development is architecturally superior and profitable for investors and partners.
Our core services include:
✅ Real Estate Development – We handle every phase with precision and expertise, from land acquisition to project completion.
✅ New Construction & Redevelopment – We build high-quality single-family homes and multifamily developments that blend innovation, efficiency, and modern design.
✅ Owner Representation – We act as strategic advisors for property owners, ensuring their projects are delivered on time, within budget, and at the highest standards.
✅ Joint Ventures & Investment Partnerships – We collaborate with investors to create high-value projects with attractive returns.
What Problems We Solve for Clients
📌 For investors – We identify and develop profitable real estate projects, ensuring strong returns and minimized risks.
📌 For property owners – We provide expert guidance to navigate the complexities of construction and real estate development.
📌 For homebuyers – We build high-quality, modern homes that combine aesthetics with functionality.
What Sets Me Apart
🔹 Global Perspective & Experience – Having led construction projects on three continents, I bring an international mindset to problem-solving and business strategy.
🔹 Hands-On Leadership – I am deeply involved in every stage of the projects we develop, ensuring high-quality execution.
🔹 Strategic & Financial Expertise – Unlike many construction professionals, I approach every project with a financial lens, ensuring profitability alongside great design.
🔹 Resilience & Innovation – Whether navigating economic crises in Angola or scaling a business in the U.S., I have a proven ability to adapt and succeed in dynamic environments.
What I’m Most Proud Of
🌍 Building a Career Across Three Continents – Successfully leading businesses in Brazil, Angola, and the U.S. has been a testament to my adaptability and expertise.
🏡 Developing High-Value Real Estate Projects in Florida – Establishing Invision Investments and making a mark in the U.S. real estate market has been an incredible journey.
🤝 Creating Strong, Trust-Based Business Relationships – I’ve built partnerships over the years that are based on integrity, results, and mutual growth.
❤️ My Humanitarian Work – Owning and leading the Neurodevelopment Center in Angola remains one of my most meaningful achievements.
What I Want Potential Clients, Partners, & Followers to Know
📌 I am not just a builder but a strategic thinker and problem-solver in real estate and construction.
📌 My approach is based on precision, efficiency, and financial intelligence—every project I undertake is designed to succeed.
📌 I thrive on collaboration and am always open to new partnerships, investments, and innovative ideas.
Do you have any insights you can share related to maintaining high team morale?
Based on my extensive experience leading construction companies across Brazil, Angola, and the U.S., I’ve found that successfully managing a team and maintaining high morale requires strong leadership, clear communication, and a people-first approach. An exceptional leader knows how to serve and inspire their team, creating an environment where individuals feel valued, motivated, and empowered to perform at their best.
1. Lead by Example
Your team will follow your attitude and work ethic. Show commitment, professionalism, and integrity in everything you do. If you expect high standards, you must embody them first.
2. Communicate with Clarity and Transparency
Clear communication prevents misunderstandings and delays in construction and business. Ensure that expectations, goals, and responsibilities are well-defined, and that team members feel heard.
3. Empower and Trust Your Team
Give your employees autonomy and decision-making power within their roles. Micromanagement stifles morale, while trust fosters engagement and productivity.
4. Serve and Inspire Your Team
A great leader is not just a boss but a servant to their team’s success. Support your people, remove obstacles from their path, and provide the tools they need to thrive. Employees become more committed and engaged when they see that leadership is invested in their growth and well-being.
5. Recognize and Reward Good Work
Acknowledging achievements—whether through financial incentives, promotions, or simple words of appreciation—goes a long way in keeping morale high. People want to feel valued.
6. Invest in Professional Growth
A strong team is built on continuous learning. Encourage training, skill development, and mentorship. When employees see growth opportunities, they stay motivated.
7. Foster a Positive Work Culture
Create an environment where people feel respected and supported. Encourage teamwork, celebrate successes, and balance high performance and well-being.
8. Address Issues Proactively
Conflicts and challenges are inevitable. Deal with problems quickly, fairly, and with a solution-oriented mindset. A team that sees leadership tackling issues directly will trust the process.
9. Adapt and Innovate
Times change, and so should leadership strategies. Stay open to new technologies, management techniques, and feedback from your team to keep evolving.
Through my experience managing teams in diverse cultural and economic environments, I’ve learned that the most effective leaders serve their teams, inspire them to excel, and create a culture of trust and collaboration. When leaders genuinely care about their people, morale, productivity, and long-term success naturally follow.
What’s a lesson you had to unlearn and what’s the backstory?
Lesson I Had to Unlearn: “If You Want It Done Right, Do It Yourself”
The Backstory
Early in my career, when I ran my own engineering company in Brazil and later led projects in Angola, I believed that personally overseeing every detail was the key to success. If I wanted high-quality results, I had to be directly involved in everything—every decision, negotiation, and problem-solving situation.
At first, this approach seemed to work. Projects were completed successfully, and I built a reputation for excellence. However, as my companies grew and I took on larger projects, I faced bottlenecks. My schedule became overloaded, decisions were delayed, and my team started relying on me too much instead of taking ownership of their responsibilities.
The real turning point came in Angola, where I managed multiple projects while leading two companies. I reached a point where I had no choice but to delegate—not just tasks, but authority and trust. I had to unlearn the belief that only I could ensure things were done correctly.
The Lesson Learned
I realized that outstanding leadership is not about doing everything yourself but building a team that can perform at a high level without micromanaging them. I learned to:
Empower my team by trusting them with essential responsibilities.
Train and mentor instead of trying to control every aspect.
Let go of perfectionism and focus on strategic decision-making.
I measure success by results, not by how much I execute.
This shift allowed me to scale my businesses, improve efficiency, and create strong, independent teams. When I expanded to the U.S. and founded Invision Investments, this mindset was crucial in building a company that could operate efficiently even when I wasn’t involved in every tiny detail.
The best leaders don’t do everything themselves—they build teams that can execute at a high level.
Contact Info:
- Website: www.invision.investments
- Instagram: @invisioninvestments and @renatolerner
- Facebook: https://www.facebook.com/invisionrealestateinvestments
- Linkedin: https://www.linkedin.com/in/renatolerner
- Youtube: @invisionrealestateinvestme1757
- Other: [email protected]
Image Credits
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