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

Famílias que se creem "guardiãs dos negócios familiares" podem destruir imenso valor.

Quando "ser dono" é considerado critério de legitimidade, a gestão se torna mera preservação. E preservação é uma sentença de morte em um mundo sob transformação.

A família que "protege o que temos" pode manter negócios que não agregam valor. Evitar investimentos que beneficiariam a todos. Manter a governança presa em uma era anterior. Atribuir a tudo isso "senso de responsabilidade".

Cada comportamento parece virtuoso por si só. Cada um contribui para um colapso em câmera lenta.

Explorei os mecanismos e alternativas em "Earned Perpetuity".

Links nos comentários.

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

The word "strategy" has been tortured into meaninglessness: Strategic planning. Strategic alignment. Strategic communication. Strategic lunches. When everything is "strategic," nothing is.

Most organizations can't tell the difference between a genuine strategic choice and a dressed-up to-do list. There's a one-question test that separates them instantly.

It's one of the concepts in this week's newsletter, a practitioner's arsenal for anyone tired of watching the word "strategy" get used as decoration.

Link below. 🔪

The Strategy Vocabulary That Separates Practitioners from Planners The word strategy has been tortured into meaninglessness. It now modifies everythin

Open article: Uncommon Choices by Felipe Bovolon • 66 min read

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)

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.

Strategy&

Head of Strategy& Brazil, part of PwC network

Strategy&, part of the PwC network

Bringing innovation and pragmatic strategy for Consumer Goods, Retail and Agribusiness in Brazil

Sócio

Roland Berger

Responsible for Consumer Goods, Agribusiness and Retail  clients in Latin America.

Partner

Accenture Colombia

Responsible for client account leadership for a portfolio of consumer goods and retail customers from Colombia, focusing on develop digital, technology, consulting, strategy and operations solutions that improve client's growth and value.

Managing Director

Accenture

Responsible for Route to Market projects and services and Client Account Leadership for Consumer Goods Companies in Latin America. In this new position, I will be able to leverage Accenture's high performance assets for sales and marketing opportunities in innovative areas, such as digital, analytics and mobile, creating innovation and business results for target clients.

Responsible for consumer goods and retail industry strategy projects related to Go to Market, Branding, Pricing, Assortment and entry strategy

Strategy Senior Manager

Responsible for consumer goods and retail strategy projects related to customer development, go to market, pricing, assortment, entry strategy

Strategy Manager

Unilever

Responsible for Unilever foods customer development in Brazil's south region

Sales Regional Director

I will be responsible for Strategy& Brazil, the global strategy consulting team at pwc. My main objective will be to bring innovation and pragmatic strategy projects and transformation initiatives on sales, marketing, go to market, consumer experience, digital, finance, operation and analytics for our clients and their consumers.
 
Before Strategy&, part of pwc, I had more than 12 years experience in senior consulting  in Brazil, Colombia, Mexico, Venezuela, Argentina and Chile. Previously to consulting, I also worked  directly in leadership positions in consumer goods companies, such as Unilever and Souza Cruz.


I hold a Master Degree of Administration from Coppead - Universidade Federal do Rio de Janeiro and Bachelor degrees of Economics from Pontificia Universidade Catolica do Rio Grande do Sul and Law from Universidade Federal do Rio Grande do Sul.

taplio

The Battle

Felipe Bovolon

Gerson Charchat

Followers

Posts

Engagements

Likes

Performance ScoreFelipe Bovolon's LinkedIn Performance

Ready to grow your LinkedIn presence?

taplio

The Battle

Felipe Bovolon

Gerson Charchat

Followers

Posts

Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Felipe Bovolon's LinkedIn Performance

Ready to grow your LinkedIn presence?

Performance ScoreFelipe Bovolon's LinkedIn Performance