THE BEGGINING

When I joined the operation, Gaabor already had live streams running, but the brand was struggling to generate meaningful results.

The live sessions had almost no viewers, very few sales, and low engagement. Hosts were reluctant to go live because there was little to no audience, while the existing setup relied entirely on a basic green screen.

The content was repetitive and lacked structure or entertainment value. Despite having a wide product portfolio, the streams focused almost exclusively on one or two low priced products.

Even after 8 hours of live streaming, sales were nearly zero.

The challenge was clear: transform an underperforming live stream into a structured, data driven sales operation.

REBUILDING THE LIVE EXPERIENCE

My first priority was to completely change the visual experience.

Since there was no initial budget available for a professional set, I removed the green screen and built a real environment using existing product packaging and materials available inside the company.

The goal was simple: make the live feel like a real shopping environment instead of a generic livestream.

This immediately gave the brand more visual identity and helped viewers understand what they were watching as soon as they entered the room.

We also started treating hosts as a variable that could be tested and optimized.

We experimented with male and female hosts, younger and older presenters, individual hosts, host duos and different communication styles.

At the same time, we tested different products and presentation formats.

Instead of assuming what worked, we tested it.

Sales started to appear, but performance was still inconsistent. This created the foundation for a more structured optimization process.

We developed a structured presentation methodology based on product rotation and audience behavior.

Instead of spending long periods talking about the same product, we created a faster product rotation system, changing the featured product approximately every 5 minutes.

The structure focused on practical product demonstrations, brand authority, repeated demonstrations for new viewers, audience interaction and strong calls to action.

Hosts actively asked questions, identified customer pain points and responded to doubts in real time.

We also used urgency and scarcity to encourage viewers to complete their purchases before moving to the next product.

Every product became a test.

We continuously analyzed watch time, product engagement, sales performance, viewer behavior and conversion potential to understand which products had the strongest potential.

Products that performed well received more exposure, while underperforming products were gradually deprioritized.

We also studied the audience being delivered by TikTok and adapted the product selection and presentation accordingly.

The goal was to understand which combination of product, audience, presentation and timing created the highest conversion potential.

This created a dynamic product rotation system that allowed us to constantly return to high potential products while testing new opportunities.

The next stage was optimizing when and by whom the live was presented.

We tested different days, time slots, campaign periods, Double Days, Payday campaigns, holidays and promotional events.

Over time, we identified the strongest periods and created what I called the "Golden Hours."

One example was the national lunch break, approximately from 12 PM to 2 PM, when millions of Brazilian workers were available to browse and shop.

Rather than distributing live hours evenly throughout the day, we prioritized these stronger periods and used secondary time slots to complete the schedule.

We also identified the strongest hosts and the best host and time combinations, allowing us to build a more performance driven schedule.

Once the foundation was established, we introduced GMV Max and began studying how paid traffic interacted with the live.

We continuously analyzed who TikTok was sending to the stream, how this audience behaved and how the hosts and products should be presented to improve conversion.

OPERATIONS, SCALE & RESULTS

As the operation grew, I also trained live operators to support the hosts and maintain the entire environment during the streams.

Their responsibilities included layout management, equipment monitoring, technical troubleshooting, product management, chat moderation, audience interaction, viewer questions and real time host support.

This allowed the hosts to focus on presenting, engaging and selling while the operational team maintained the technical and commercial structure behind the live.

After approximately 2 months of optimization, Gaabor went from: R$0 DAILY SALES to R$11K+ DAILY SALES

BEFORE

AFTER

Despite the relatively low average ticket of approximately R$80 per product, we built a significantly stronger and more consistent sales operation through continuous optimization across content, hosts, products, scheduling, audience analysis and operations.

I also made further improvements to the physical set using a very limited production budget.

The objective was not to create an expensive studio. It was to create an environment that immediately communicated what the brand sells, what the live was about and why the viewer should stay.

For me, the most important element of a live commerce set is not how expensive it looks, but how effectively it communicates context, reinforces the product and helps retain the viewer.

Once Gaabor was stabilized and consistently generating results, I trained and structured a dedicated team to carry the operation forward without my direct involvement.

This allowed me to shift my focus to 10+ other brands simultaneously, while Gaabor continued operating under the strategy, processes and performance standards I had established.

Another Live Commerce Operation Successfully Delivered and Scaled for the Brand