I help Products companies in Brazil (Retail, Consumer Goods, Agribusiness) turn technology into competitive differentiation and advantage. Not “transformation theater”.

My work sits at the intersection of:
• Genuine strategy (hard choices, where to play/how to win, what to stop)
• Buildable tech (data foundations, AI/GenAI, agentic workflows, architecture feasibility)
• Operating model (decision rights, incentives, governance, cadence)
• Value realization (measurable outcomes, instrumentation, and “proof clocks”)

In practice, this means redesigning a the key strategic end‑to‑end business systems (not dozens of disconnected initiatives) and wiring them for AI‑enabled decision-making, so results compound over time.

Typical focus areas:
1) AI-driven revenue growth
   – pricing & promotions (“promo-to-profit”)
   – omnichannel personalization & CRM
   – retail media and customer economics
2) Cost-to-serve + supply chain resilience
   – S&OP and demand/inventory “truth”
   – logistics and fulfillment performance
   – service operations that reduce churn and returns
3) Operating model reinvention
   – metrics, governance, execution cadence, accountability

My background combines top-tier strategy consulting with leadership roles in industry. I’m an ITA electronic engineer and an IESE MBA.

If you’re a leader who wants to move from isolated pilots to scalable reinvention, with clear strategic choices and measurable value, let’s connect.

Felipe Bovolon

Try to augment current, messy human organizations with AI Agents, and everything crashes. USe the opportunity to rethink your organizational logic, though, and both AIs *and* humans benefit from greater clarity!

(at least those that aren't currently profiting from intentional confusion)

Accenture Strategy Director | Competitive Advantage + AI Reinvention | Hard choices → Buildable Tech → Operating Model → Measurable Value

25+ years in AI & data | 40k+ followers | AI realist with operational scars

AI does something previous technologies rarely did... It reveals how organisations actually work.

Most technology improves efficiency.
AI does something more unsettling.
It forces organisations to explain themselves.

I have watched AI deployments uncover operational realities that had existed for years (perhaps decades) without being documented:
- Conflicting pricing rules across departments
- Decision processes that depended entirely on one experienced employee
- Risk assessments built on unwritten judgement rather than formal logic

None of these were new problems.
They were invisible ones.

Organisations typically function through a mixture of systems, policies, and human intuition.. and that balance works surprisingly well until automation arrives.

AI does not tolerate ambiguity. It needs decisions translated into data, rules, or probabilistic models, and that translation process exposes how much of organisational intelligence lives inside people rather than processes.

AI/Automation forces conversations that had been avoided for years.
It asks why decisions are made the way they are and whether those decisions are consistent across the organisation.

That makes AI deployment uncomfortable:
- It reveals where incentives conflict
- It reveals where governance is unclear
- It reveals where organisations rely on manual workarounds to hold fragile systems together

This is why AI transformation is rarely just technical.
It is institutional introspection disguised as automation.

And institutions rarely enjoy introspection.

"Pai rico, filho nobre, neto pobre." Rich father, noble son, poor grandson. That's the Brazilian version. Here's what should unsettle you: every cultu

Open article: The Three-Generation Curse Is a Lie. The Truth Is Worse. by Felipe Bovolon • 6 min read

The Three-Generation Curse Is a Lie. The Truth Is Worse.

Martinato Máquinas 

Martinato é especializada em produtos importados para profissionais da saúde visual, óticas e laboratórios.
Lidero nas áreas comercial e de vendas, desenvolvendo estratégias focadas no cliente e promovendo excelência operacional. Minhas responsabilidades incluem:
Desenvolvimento de campanhas e análise de tendências de mercado para melhorar resultados;
Estruturação e treinamento da equipe de vendas para superar metas;
Fortalecimento do portfólio e aprimoramento da sinergia entre departamentos, com foco no crescimento sustentável no setor de saúde visual.
Principais Competências: Estratégia empresarial, Liderança organizacional, Gestão comercial.

Negócios |Comercial | Indústria | Saúde Visual 

LuizaCred

Commercial management of businesses in the financial products segment: digital credit card, financial services, and payroll loans and loans.
Team management, with 100 stores in the Virtual division.
Acting in the interior of São Paulo and Minas Gerais.
Accomplishments:
Awarded the Professional of the Year trophy in 2012, for contributing to the entire ecosystem of the company and delivering results.
Achievements in Sales Campaigns: Trip to Chile (2012), Barcelona (2012).

Financial Products and Services Sales Manager

MAGAZINE LUIZA

Coordination of credit products: Credit card, loans and financial services, always seeking a systemic view to ensure the best results, managing teams from 30 stores and managing processes.
Winner of Trip to Argentina (2009).

Financial Services Coordinator

Supervisão e liderança de equipes de funcionários, incluindo contratação, treinamento e avaliação de
desempenho. Gerenciamento adequado dos níveis de estoque para atender à demanda e minimizar perdas por obsolescência ou quebra. Implementação de estratégias que impulsionem as vendas e alcancem metas estabelecidas. Garantia de altos padrões de atendimento ao cliente e satisfação, buscando constantemente melhorias nos processos. Supervisão das atividades diárias da loja, garantindo a implementação de processos eficientes. Preparação de relatórios de desempenho e análises para avaliar a eficácia das operações e identificar áreas de melhoria. Facilitação da comunicação eficaz entre diferentes departamentos e níveis hierárquicos.
Trabalho para alcançar metas de vendas, margens de lucro e outros indicadores-chave de desempenho
estabelecidos pela empresa. Assegurar que os produtos e serviços oferecidos pela loja atendam aos padrões de qualidade da empresa.

Retail Operations Manager

Executive with 20 years of experience in a large company in the Multichannel Retail segment, with expertise in team leadership and in meeting monthly targets and OKRs, working with management positions in several Brazilian states.
Experience as sales manager of financial products and services, in the commercial management of businesses in Credit Card Direct Consumer Credit (CDC), personal loan, payroll-deductible credit, Insurance, among other services, with direct and indirect team management, 330 stores conventional, shopping and virtual, with responsibility for digitizing products and credit processes, and sales incentive campaigns.
Extensive knowledge in managing improvements and increasing results in stores in the states of Paraná, Santa Catarina, Rio Grande do Sul, São Paulo, interior of São Paulo and Minas Gerais.
Experience in People Management, training, development and feedback of the credit team, monitoring of results and application of mobilization strategies, contributing to hiring, promotions and decisions to terminate the credit team.
Competence in guaranteeing 100% adherence to mandatory courses, encouragement to teams in sales incentive campaigns, management of results.
Domain in Accountability of results to direct superiors, Deliver credit goals for products Card, SMS, Super Protected, Renegotiation, Personal Credit, Installment Invoice, Formalization, APP, Digital and Additional Invoice.
Efficiency in the development of strategic actions for credit products; (sales, quality, services, NPS and operational).
Management of travel funds and accountability (RDV), challenges and fines, conferences by phone or hangout with the regional team, participation.
Recognition in Achievement of the 2012 Professional of the Year trophy for the contribution to the entire ecosystem of the company and delivery of results, and awards with trips to Chile (2012, 2016 and 2019), Barcelona (2012) and Portugal (2018).
Ability to transmit knowledge and train multicultural and multifunctional teams; actively participate with different areas and obtain third-party results and constant interaction for project development and planning.
Ability to perform broadly in achieving goals, leadership and team spirit by valuing, understanding the ideas of different people and managing conflicts, relationship with different hierarchical levels, with adaptability to new functions and new environments.

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