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.

Strategy&

Senior Associate

Northwestern University - Kellogg School of Management

MBA Exchange Student, Winter 2023

Esade

Elected President of the Esade MBA Net Impact Club; 
Selected as a recipient of the Esade MBA Women in Business Scholarship; 
Selected to join Esade's Career Acceleration Program in Consulting; 
Selected as Esade Admissions Fellow/Ambassador for Brazil.

MBA Candidate

Good Karma Partners

GK Partners is an impact growth investment firm seeking minority stakes, with governance, in established and growing companies, in the education, health, and climate change sectors. During the Summer Internship, Mônica worked on projects related to:

1. Investor Relations
2. Fund’s ESG Strategy
3. Impact Measurement and Management
4. Portfolio's positioning on sustainability

Impact and IR Summer Associate

WayCarbon

•	Led a cross-functional team at the consulting department, conducting projects on ESG strategies for large corporations; developed value proposition and commercial approach for projects in the following sectors: Energy, Car Rental, Banking, Steel, Real Estate, Urban Planning, Telecom, and Healthcare
•	Led many sustainability projects as PMO, including ESG diagnosis, development and approval of sustainability policies at Board level, materiality analysis, ESG-oriented pre-IPO market positioning, consulting on ESG reporting under international frameworks (CDP, GRI, and Dow Jones sustainability indexes), and support on the identification of ESG opportunities, followed by the design of action plans and supervision of their implementation

ESG Strategy Manager

•	Developed the Sustainability Program for a large corporation from the Car Rental Sector, which included the development of: ESG materiality analysis, Sustainability Corporate Policy, Sustainability Plan and Sustainability Report (GRI)
•	Developed the materiality analysis of ESG issues on large corporations from the Energy and Car Rental sectors, focused on identifying ESG issues that are most relevant to business and its stakeholders; projects’ activities included benchmarks, c-level interviews, stakeholders’ engagements and deep-dive on business strategy
•	Redefined communication strategy of large renewable-power generation company based on ESG as competitive advantage

Sustainability & Climate Change Consultant

•	Worked on a project hand-in-hand with the Partner that led the largest construction company in Brazil to be selected for inclusion in the Sustainability Index of Brazilian Stock Exchange (ISE B3) for the first time
•	Developed the study "Opportunities and Challenges of the Brazilian NDC Commitments for the Business Sector", which highlighted low-carbon opportunities in five main economic sectors, being responsible for the analysis of the industrial sector

Trainee

Fundação Dom Cabral

•	Developed the case study chosen as a benchmark by the United Nation Developed Program (UNDP) and used as the reference for the development of other case studies for the report "Inclusive Markets in Brazil: Challenges and Opportunities for the Business Ecosystem"
•	Presented at the major Brazilian congress on business administration the personal research on how corporate leaders' life history influences sustainable leadership, which was selected out of hundreds of other research studies to be presented
•	Researched responsible and sustainable management best practices and decision-making by corporate leaders in charge of sustainability, organized dozens of C-Level meetings, and developed sectorial benchmark
•	Co-developed the study Sustainable Leadership Beyond the Leader in partnership with a sustainability consulting firm

taplio

The Battle

Felipe Bovolon

Mônica Poggiali Árabe

Followers

Posts

Engagements

Likes

Performance ScoreFelipe Bovolon's LinkedIn Performance

Ready to grow your LinkedIn presence?

taplio

The Battle

Felipe Bovolon

Mônica Poggiali Árabe

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