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.

More than 22 years of experience operating, implementing and managing finance processes in important companies.
As Advisor was responsible to optimize finance function in worldwide and important Brazilian companies, implementing cost reduction, deadline reduction of monthly accounting closing, organization of the budget and forecast activities, definition and implementation of KPIs, compliance with international accounting rules, internal controls, improvement of cost accounting, reports and supporting the board with finance figures for strategic decisions.
As Financial Director is responsible to manage all the finance function of the company as monthly accounting closing and reporting, preparation of budget and forecast, taxes calculation and taxes planning (direct, indirect and withhold), transfer pricing calculation, treasury, cash flow management, accounts payable and accounts receivable, bank relationship, cost accounting and credit analysis.
Beyond of acting as head of the finance function, is responsible by information technology activities: systems and infrastructure. Responsible to manage the principal ERP projects in the company. (CRC Ativo)

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Romulo Rigon Coimbra e Silva

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