Strategy&

▪ Managed and expanded Strategy&'s largest client relationship, achieving 3x relationship growth through advisory in corporate and business strategy in a complex family-owned business environment
▪ Developed comprehensive corporate strategy for a highly diversified industrial conglomerate, including its strategic flywheel, key capabilities, operating model and people strategy
▪ Led end-to-end transformation of global B2B2C company's commercial strategy, implementing international best practices in client segmentation, channel optimization, and pricing architecture
▪ Developed proposals and led projects in strategy, go-to-market, performance improvement, and market entry for clients in Consumer Goods, Retail and Agribusiness Industries
▪ Developed a high-level outside-in business and transformation plan for a major retailer
▪ Supported the strategy development and execution efforts of a consumer goods company
▪ Led the discovery and articulation of the strategic identity for a financial services company
▪ Assisted a large insurance company to analyze and decide on entering a new product segment
▪ Diagnosed a local aviation firm, mapping out top-level and cost improvement levers
▪ Mentored and helped develop over 10 associates and consultants
▪ Led the development of commercial relationships and proposals in several sectors, particularly in Retail, e-commerce, Financial Services, Consumer Goods and Aviation

Director of Strategy Consulting

Grupo Casas Bahia

▪ Headed the Strategy, M&A and Transformation area responsible for Strategic Planning, Strategic Partnerships, Acquisition Opportunities, Project Management, Digital Transformation, Agile Transformation, Corporate Transformation and Change Management, with a full-time headcount of over 20 collaborators, including 10+ managers, and over 50 part-time sponsors and initiative leaders
▪ Acted as Chief Transformation Officer for the VaiVia Transformation Program
▪ Supported the company’s 3× Market Cap growth – from R$10.2B (Oct/19) to R$30.6B (Aug/20)
▪ Championed hundreds of initiatives across several workstreams in all areas
▪ Designed and led the M&A and Partnerships area, structuring consistent funnel and processes to accelerate the capture of opportunities
▪ Sponsored the Digital Transformation program, including customer journey evolution, process mapping, continuous improvement and RPA
▪ Reshaped the company’s project governance model from waterfall-like planning and management to an agile mindset, bringing together tech and business interests

Director of Strategy & Transformation

Global Fashion Group

▪ Led projects to increase the understanding of clients’ purchasing habits to improve the average customer lifetime value, including brand and client segmentation, Predictive Analytics models and statistical analyses on Big Data structures
▪ Headed an overhaul of the freight pricing model to improve total client contribution
▪ Studied product return reasons and implemented options for lowering return rates
▪ Developed cash flow monitoring standards to ensure cash position’s stability and early warnings

Project Director

LATAM Airlines

▪ Headed the area responsible for the strategic definition and planning of the domestic flight network
- Enhanced industry market and competitive projections, estimating impacts in TAM’s network
- Strengthened the tools and planning processes towards longer-term value creation
- Steered the strategic direction for the overall flight network
▪ Led quarterly strategic reviews with the BU’s vice-president and directors
▪ Centralized fleet and network planning for the 2014 World Cup

Strategy Sr Manager

Boston Consulting Group (BCG)

▪  Led project teams and participated in multiple assignments, including:
- developing customer insights and the commercial strategy for a consumer goods multinational
- designing a joint venture in the consumer loyalty arena
- crafting the 5-year strategic planning for a wholesale and consumer finance institution
- reorganizing the Credit Cards areas in two large financial institutions
- aligning the go-to-market strategy for a global media company
- redesigning the governance of the shareholder-senior management relationships
- mapping the culture and creating CEO and COO role mandates for a family business
- studying best practices in teacher development for a NGO
▪  Developed business proposals for targets and clients in diverse sectors
▪  Coordinated the recruiting of Associates from ITA

Project Leader

Bain & Company

• Redesigned the transportation network model of the main logistics operator in the country
• Redesigned the flight network of a main Brazilian airline, capturing 5% incremental market share
• Analyzed the fuel expenses and processes of a main Brazilian airline and proposed new procedures to implement cost savings of over $10 million per year
• Developed the international growth strategy of a ERP provider, mapped M&A opportunities across Latin America
• Built analytical models to optimize the investment portfolio of an utilities company
• Developed and conducted internal Excel Modeling training programs for new consultants

Senior Associate Consultant

Strategy& (formerly Booz & Company)

• Researched corporate governance best practices

Consulting Intern

Johnson & Johnson

Electronic Engineering Intern

With over 20 years of experience in strategy consulting, I help clients across various sectors and regions achieve their strategic goals and create lasting value. As a director of strategy consulting at Strategy&, I leverage my MBA and engineering background to lead and deliver complex projects involving M&A, efficiency, innovation, digital transformation, change management, program and project management, and performance improvement.

I am passionate about solving challenging problems, finding creative solutions, and collaborating with talented people. I enjoy sharing my insights and perspectives on strategy, innovation, leadership, decision-making, mental models, and transformation. I am also a lifelong learner who constantly seeks new knowledge and skills. My mission is to deliver actionable insights and recommendations that are tailored for the specific needs and context of each client. If you want to learn more about how I can help you with your strategy and transformation challenges, please get in touch with me via LinkedIn or email me at bovolon.felipe@pwc.com. I look forward to hearing from you!

Felipe Bovolon

I’m happy to share that I’m starting a new position as Associate Director at Accenture!

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Feed | LinkedIn

Talks about #strategy, #storytelling, #decisionmaking, and #transformation

Accenture

Accenture Strategy Director | IESE MBA | ITA Engineer

The most interesting outcome from Ole Peters' growth-based modeling turns upside-down everything you ever heard about pricing:

"How much should you be willing to pay for a St Petersburg lottery ticket?"
"Depends on how wealthy you are"

#Pricing #Strategy #PricingStrategy #ErgodicityEconomics #SequentialAdvantage

Physicist. London Mathematical Laboratory, Santa Fe Institute. textbook: bit.ly/4jUitKM newsletter: bit.ly/3yTHh3D @ole_b_peters ergodicityeconomics.com

This tricky bit about ergodicity economics is that it's so straight-forward that people can't believe it works. 
But the culprit is the orthodoxy: it's so incredibly complicated that people believe the complication is necessary.

Example: why do people reject the St. Petersburg lottery, except at very low entry fees, despite the infinite expected gain?
 
A) Orthodox economics says it's because the lottery reduces people's expected utility. 

B) Ergodicity economics says it's because you'll lose money if you play these sorts of games.

A) is complicated: expected utility? The expected value is an average over the statistical ensemble, meaning across imagined parallel realizations of random future states of the world. It has little to do with actual reality. 
Because the connection to reality is broken, a patch is required, and that's the non-linear utility function.

B) just checks: do you gain or lose money from playing this over time? No average over imagined worlds, no need for fudges.

Here is how that looks in pictures. 
Left: Bernoulli's expected-utility construction (1738). Do my parallel-universe clones gain or lose psychologically-transformed wealth on average?
Right: p.105 An introduction to ergodicity economics (2025). Does my wealth go up or down?

The bottleneck at the top complains about flow problems below, while gripping ever tighter.

Strategic victory grows in the soil of patience.

Via Varejo SA

Reporting to the Executive Director of Financial Business Development and Payments, with a team of 2 managers, 6 consultants and 5 analysts, totaling 13 direct, in addition to the cross leadership of 3 technology squads, according to the Agile Methodology, responsible for the systemic evolutions of the area's projects, and 1 data squad (BI, BA and data engineers).
•	Leading the teams responsible for the strategy and performance of Owned Cards and the portfolio of Payment Methods for online and brick and mortar operation checkouts.
•	Interface and active relationship with the entire Payment Methods chain - issuers, acquirers, brands, and suppliers of systemic tools - with the aim of maintaining the highest authorization levels in the comparable market.
•	Conducting strategies to optimize checkout results and increase the issuance and share of own cards as the first choice for payment (strategies for generating and directing demand, responsibility and reporting about KPIs and P&L).
•	Maximization of financial revenues from the co-brand card portfolio and renewal of the partnership contract as the largest operation of its kind in Latin America - a R$ 3 billion upfront contract with a card issue that reached 1.5 million units in 2022.

Financial Products Superintendent

Reporting to the Partnerships Director, leading a team of 3 coordinators and 6 analysts, as well as 1 technology squad dedicated to the demands of the area.
•	Responsible for managing the Insurance and Services portfolio and contracts, relationships with partners and suppliers and interfacing with sales channels.
•	Leading the expansion and consolidation of the Services portfolio in Casas Bahia and Ponto Frio stores, with the highest sales efficiency in the Brazilian market. The increase in the representativeness of Insurance and Assistance sales would position Via as one of the 6 largest mass product insurers in the country, as well as having a significant impact on profitability due to the high margin of these services.
•	Conducting renegotiations of Insurance and Assistance representation contracts - contracts with a total representativeness of more than R$ 2 billion in upfront and an average margin of more than 50%.

Insurance and Services Manager

B2W Digital

Reporting to the CFO and leading a team made up of 1 project manager, 1 coordinator, 3 analysts and 1 technology squad dedicated to the systemic improvements demanded by the area.

•	Responsible for the strategic planning, offer management and commercial performance of the Services portfolio. Leading the review of the insurance and services offer journey through the e-commerce brands and the direct marketing channel, to boost results, and leading the BID process to define partnerships.

Fast Shop S/A

Reporting to the Financial Services Director, with a team of 3 consultants and 3 analysts.
•	Responsible for strategic planning and performance indicators for the Services portfolio, as well as for developing new offers.
•	Leading the team responsible for supporting the Services sales operation and the interface with partner insurers. 
•	Leading the standardization of KPIs and implementation of the model for assigning Service sales targets based on the concept of clusters. 
•	Coordination, among other projects, of the development of the pilot for the first recurring service offering with a focus on convenience and extending the Customer Relationship Cycle.

Service Planning and Development Manager

Internet Start-Up

•	Responsible for the Financial Planning and Technological Management areas: defining the technical, logistical and financial processes and operations of the site which, in just 6 months, acquired a base of 50,000 registered customers.

Managing Partner

Telefonica

•	Responsible for projections, indicators, and development of new products for the small and medium business market.

Data Product Planning and Innovation Manager

•	Responsible for managing the Data Product Management indicators.

Marketing Coordinator

• Preparation of business plans and financial analysis (IRR, NPV and risk sizing).
• New products and VAS (value-added service) development for Voice and Data Services.
• Prospecting and developing new products and services to the market outside of Sao Paulo.
• Interaction with the various departments of the Telefónica Group Marketing for the portfolio definition after the A. Telecom S.A formation.

Senior Product Analyst

Atrium Telecom

• Management of commercial strategy and support to the sales area.

Product Analyst

• Feasibility analysis and project development for network optimization and approval of new equipment and suppliers.
• Mapping and structuring internal processes.

Support Technitian

I have over 20 years' experience in managing offers and developing product and service portfolios, commercial and strategic planning, market and competition analysis, as well as major partnership negotiations, working in diverse segments such as Financial Products and Payment Methods, Retail, Insurance and Telecom. 

During this period, I developed solid experience in leading multidisciplinary teams, interfacing at all stages of the product value chain.

I enjoy working with people, developing talent, and achieving results as a team. 
"Selling to salespeople" is my thing and my great passions are numbers, analysis, and models.

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