Alex Behring

Alexandre “Alex” Behring is a Brazilian investor and operator best known as a co-founder and co-managing partner of 3G Capital. 3G Capital says it is a global investment firm and private partnership built on an owner-operator approach to investing over a long-term horizon. The firm is led by Behring and Daniel Schwartz.

Before 3G Capital, Behring spent ten years at GP Investimentos, including eight years as a partner and member of its investment committee. From 1998 to 2004, he was CEO of América Latina Logística, one of Latin America’s largest railroad and logistics companies, and remained a director until December 2011. Colossus reported that Behring became ALL’s CEO in July 1998 and led it through its 2004 IPO.

Behring has held major board roles across 3G-linked companies. He served on the board of Burger King Worldwide and its predecessor as chairman from October 2010 to December 2014, served as chairman of Kraft Heinz from July 2015 to May 2022, and has served as a director of Hunter Douglas since 2022 and Skechers since 2025. He also served as a director of Anheuser-Busch InBev from March 2014 to March 2019 and has been a director of Restaurant Brands International since December 2014, including prior chair and co-chair roles.

His education is reported as a bachelor’s degree in electrical engineering from Pontifícia Universidade Católica do Rio de Janeiro and an MBA from Harvard Business School. Forbes reports that he was both a Baker Scholar and a Loeb Scholar at HBS and serves on the Harvard Business School Board of Dean’s Advisors.

• 3G Capital describes itself as an “owner-operator” investor with a “long-term horizon,” seeking to own “great businesses with iconic brands and strong growth potential.”
• The firm is not a seed or angel investor in the conventional startup sense. Its disclosed activity centers on large control investments, take-privates, and long-duration ownership of operating companies.
• 3G’s recent evolution is toward stewardship of durable brands rather than only efficiency-led transformations. Colossus reported that after Kraft Heinz, Behring and Schwartz shifted due diligence toward whether a business could last and whether anyone could come between the company and its customers.
• Behring and Schwartz have focused heavily on founder-led and family-controlled businesses in recent deals. Daniel Schwartz summarized the target as “a great home” for those companies in Colossus.
• The operating model emphasizes ownership mentality, measurable performance, disciplined cost control, talent development, and aligning management teams with equity ownership.
• For founder-led companies, 3G’s pitch is operational partnership and long-term compounding rather than quick fund-cycle exits. In the Hunter Douglas announcement, Behring and Schwartz said they wanted to invest in the company to strengthen its brands and expansion while preserving specialized expertise.