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

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

Dear Brand Equity, I want to start by saying I calculated a 73% probability that you'd rather hear this from me than find out the hard way. I hope tha

Open article: Dear Brand Equity: A Breakup Letter from AI by Felipe Bovolon • 6 min read

Dear Brand Equity: A Breakup Letter from AI

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.

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.

• Mapeamento e revisão de riscos e respectivos controles internos em diversas áreas de Instituições Financeiras.  
• Participação em projetos de auxilio na revisão e implementação dos controles internos em aderência a Lei Sarbanes Oxley.
• Revisão do estabelecimento de controles internos no processo de geração das informações para os cálculos de alocação de capital - para a Basiléia II.
• Execução de trabalhos de auditoria de controles gerais do ambiente de tecnologia da informação (ITGC).
• Execução de trabalhos de auditoria em processos de negócios, como Análise de Crédito, Cartão de Crédito, Empréstimos e Financiamentos, Câmbio, Agências externas, entre outras áreas.
• Desenvolvimento de programas de trabalho de auditoria de tecnologia da informação, baseados no COBIT IV – IT Assurance Guide and The IIA e The GAIT Methodology.
• Desenvolvimento de procedimentos de controls risk assessment.
• Realização de apresentações para a alta administração dos clientes da firma, abordando assuntos relacionados a riscos, controles e respectivos planos de ação. 
• Atuação diversificada em clientes Instituições Financeiras e Industrias de médio e grande porte. 
• Instrutora responsável por cursos de Controles Internos na PwC e em clientes.

Specialties: 15 anos de experíência em auditoria e controles internos
Implementação e avaliação de riscos e controles internos
Conhecimento de processos,riscos e controles em Instituições Financeiras
Gerenciamento de projetos complexos com equipes multidisciplinares
Habilidades de comunicação e negociação, liderança, determinação, energia, flexibilidade e visão estratégica
Projetos internacionais de riscos e controles internos em USA, UK, Argentina e Colômbia

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