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

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. 🔪

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

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.

Auchan Retail Portugal

Responsável Operacional Frente de Loja

HM Consultoria

Consultant in Direct Sales Marketing Multilevel (MML)

Company Owner

Starbucks

Atendimento ao público, preparação de bebidas e alimentos, organização e controle de estoque.

Barista

Aloha Life International

Business strategic planning
Management KPIs (recruitment, activity, retention)
Implement Aloha University
Elaboration of leadership training
Manage of the Business Plan and Incentives
Event Management

Gestor Comercial

Casa Di Conti

Opening of new Distributors (dealers);
Creation and implementation of commercial actions;
Follow-up, orientation and training of the sales force;
Interface between the dealers and the factory.

Gerente Comercial

Amway do Brasil Ltda

Call Center Outsourcing Process
Implementation of training area (presential and online)
Implementation of e-learning training at Amway Brazil 
Launch of training products (books, CDs, DVDs)
Structuring of sales plan and actions to support sales force

Jureme Cosméticos

Assessor Comercial

Direct Sales / Marketing Multilevel / Training / Customer Service / Events

Profile
Strategic planning (management & execution)
Large experience in Customer Relationship
Organization of small, medium and large events
Focused on finding solutions and result-oriented
Excellent in organization and interpersonal skills

Other Courses
1.International Sales Seminar ADVB & USP – 1999 | São Paulo
2.Sales - SEBRAE – 2000 | São Paulo
3.Workshop Professional Sales – Instituto Go Getter – 2000 | São Paulo
4.Health and Beauty Journey – Amway – 2002 | São Paulo
5.Training the Trainers Amway – 2004 | São Paulo
6.The Amway Experience – 2005 | São Paulo
7.Nutrilite Experience – 2006 e 2007 | São Paulo
8.Kirkpatrick – 2006 | Monterrey, México
9.Artistry Experience – 2007 | São Paulo
10.National Meeting of Pitbull Sellers– KLA – 2007 | São Paulo
11.Training the Trainers Amway – 2008 & 2009
12.Mastering Amway Sales and Marketing Plan – 2010 | Ada, Mi, USA
13.Nutrilite Healthy Institute – Mai/2013 | Califórnia, USA
14.Commercial Integration Process – Ago/2013 | Ada, Mi, USA
15.4DX Metodology Franklin Covey – Out/2013 | Chicago, USA

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The Battle

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Humberto Mendonça

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

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