Technical assistance to board directors, executives and business owners.

Technical assistance in:

• Organization analysis (company) – workflow design, human resources, efficiency, effectiveness (performance)
• Technology analysis and strategic direction
• Analysis of the organization's ecosystem and market position
• Portfolio analysis and financial impact
• Analysis of the shareholder structure
• Planning for reorganization and repositioning

Planning and assistance for Business Owners and Directors in:

• Expanding influence within the ecosystem
• Entering new ecosystems (including international expansion – clusters)
• Accessing and building relationships with the capital market
• Communication plans and media relations
• Institutional relationships

Technical assistance to Board Directors in:

• Conducting operational and documental audits
• Research of methodologies and theses for meeting presentations
• Preparation for meetings
• Representation in different activities

Position Analysis

• Market Segmentation and Calculation
• Portfolio
• Customer Base Audit
• Inter-organizational Network: Centrality level, network density, structural gaps and opportunities
• Location: Legal > Political > Economic > Technological > Physical
• Contingency Analysis > Specialization, differentiation, and degree of reactivity
• Resource Dependence > Degree, density, correlations, and transaction power
• Segment Population > Success and failure patterns > Competition for available resources
• Variation > Selection > Retention
• Legitimacy > Social, economic, and fitness > Coercive > Normative > Compliance
• Qualitative and Quantitative Research

Operations

• Business Analysis (IIBA)
• Project Management (PMI)
• Supply Chain Relations and Behavior
• Operational Capacity and Productivity Indices
• Organizational and Hierarchical Aspects in Operations
• Analysis of Improvement Proposals
• Development of New Products and Services
• Risk
• Productivity Indices Analysis in HR
• Certifications
• Quality and Control Systems

Technologies

• Activities and Processes > Nomenclatures and Objects
• Core and Flow Technologies
• Support Technologies
• Operations at the Fundamental Activity Level
• Typologies (Long Linked > Mediator > Intensive)
• Levels of Standardization for Inputs and Outputs
• Variability and Analyzability of Operations
• Technology Variability (Routine vs. Non-Routine)
• Technical Complexity
• Computational (Stochastic), Continuity, and Level of Abstraction
• Degree of Interdependence
• Levels of Operational Knowledge > Internal or External > Hardware, Software, Operator Skill Levels, and Education

Finance

• Financial Calculations Analysis
• Balance Sheet, Income Statement, and Cash Flow Analysis
• Critical Analysis of Financial Statements
• Economic and Financial Ratios
• Operational and Financial Leverage
• Value Creation Metrics

Organizational, Social, Cultural, Power, Control, and Conflict

• Degree of Formalization
• Observable Levels of Administrative Component, Differentiation, Integration, Centralization, Standardization, Formalization, Specialization
• Levels of Mechanism and Flexibility and Their Impact on Innovation and Operational Stability
• Degree of Decision Decentralization
• Structural Models
• Organizational Stage and Types of Internal Crisis (from Simple to Adhocracy)
• Routine Social Practices and Improvisation and Their Impact on Corporate Learning
• Analysis of Internal Cultures and Subcultures and Formation of Silos
• Levels of Power Distance
• Levels of Uncertainty Avoidance
• Observable Levels of Short- and Long-Term Goals
• Environmental Typology (Passive-Aggressive, Defensive-Aggressive, and Constructive)
• Internal Storytelling, dramaturgia and impact on culture
• Analysis of power and culture of management and board levels
• Formation of clans
• Adaptation challenges in mergers
• Facilities and architecture, cultural impact
• Formation of internal coalitions
• Power typologies in departments and roles
• Authority symbology
• Power tracking through technical dependence
• Levels of cooperation (internal and external)
• Control systems
• Identification of agency problems in key positions
• Organizational performance and conflict levels
• Stimulated conflict
• Causes of conflict

Critical analysis

• Critical analysis - Root Cause Analysis
• Dynamic systems analysis

• Boards seeking to have or increase real impact on companies
• Directors with enhanced capacity for change and implementation
• Business Owners with investment potential and strong capital structure, but with limited portfolios
• Business Owners with poor capital structure but with growth potential
• Portfolio or technology changes
• Resolution of operational crises
• Expansion
• Analysis and valuation of the company within the segment
• Relationship management and competition

Academic resources

• Wharton University of Pennsylvania
  I use Wharton as a source because of the historical depth of its contributions to business and the applied social sciences. Its research spans economics, statistics, data science, behavioral science, health care, and artificial intelligence. Notable contributions include Paul Green’s application of conjoint analysis to marketing, the first MBA program in Health Care Management, Wharton Research Data Services, and the econometric models developed by Lawrence Klein, winner of the 1980 Nobel Prize in Economics. Beyond institutional prestige, what matters to me is its accumulated body of research and its application to real problems. I follow this work through Knowledge at Wharton and integrate selected programs into my broader knowledge framework. Read more ↑Collapse

  I use Wharton as a source because of the historical depth of its contributions to business and the applied social sciences. Its research spans economics, statistics, data science, behavioral science, health care, and artificial intelligence. Notable contributions include Paul Green’s application of conjoint analysis to marketing, the first MBA program in Health Care Management, Wharton Research Data Services, and the econometric models developed by Lawrence Klein, winner of the 1980 Nobel Prize in Economics. Beyond institutional prestige, what matters to me is its accumulated body of research and its application to real problems. I follow this work through Knowledge at Wharton and integrate selected programs into my broader knowledge framework.

• Stanford
  I use Stanford as a source because of its ability to bring together science, the humanities, and management. The Stanford Humanities Center allows me to examine technologies through their historical, philosophical, cultural, and social dimensions. In science, the university has contributed to major advances in recombinant DNA, artificial intelligence, particle physics, and medicine. The Stanford Graduate School of Business adds research on organizations, markets, and innovation. I follow this work through the Stanford Humanities Center, Stanford Report, and Insights by Stanford Business. I also take selected Stanford programs to build structured knowledge and strengthen the connections among the fields I study. Read more ↑Collapse

  I use Stanford as a source because of its ability to bring together science, the humanities, and management. The Stanford Humanities Center allows me to examine technologies through their historical, philosophical, cultural, and social dimensions. In science, the university has contributed to major advances in recombinant DNA, artificial intelligence, particle physics, and medicine. The Stanford Graduate School of Business adds research on organizations, markets, and innovation. I follow this work through the Stanford Humanities Center, Stanford Report, and Insights by Stanford Business. I also take selected Stanford programs to build structured knowledge and strengthen the connections among the fields I study.

• MIT Professional Education
  I use MIT as a source because of its ability to integrate science, engineering, and management. Its researchers produce advances in computing, artificial intelligence, cryptography, molecular biology, and many other fields. In management, MIT Sloan contributes to organizational thought through a faculty whose work spans economics, technology, data science, behavioral science, operations, and public policy. Beyond institutional prestige, what matters to me is the combination of theory, experimentation, and implementation. I follow this work through MIT News, MIT Sloan Ideas Made to Matter, and MIT Technology Review. I also use selected MIT programs to build out my broader knowledge framework. Read more ↑Collapse

  I use MIT as a source because of its ability to integrate science, engineering, and management. Its researchers produce advances in computing, artificial intelligence, cryptography, molecular biology, and many other fields. In management, MIT Sloan contributes to organizational thought through a faculty whose work spans economics, technology, data science, behavioral science, operations, and public policy. Beyond institutional prestige, what matters to me is the combination of theory, experimentation, and implementation. I follow this work through MIT News, MIT Sloan Ideas Made to Matter, and MIT Technology Review. I also use selected MIT programs to build out my broader knowledge framework.

• University of London
  I use the University of London ecosystem as a source because of the diversity and specialization of the institutions within its federation. In management, I took a program taught by Professor Nader Tavassoli of London Business School, whose work connects marketing, branding, and consumer behavior. For the humanities, I follow the School of Advanced Study and its specialized institutes. In science, I turn primarily to UCL and King’s College London for work in engineering, medicine, biosciences, and health. I follow this ecosystem through Think for management, UCL Minds and Research Begins at King’s for science, and SAS News & Events for the humanities. This structure allows me to select each institution according to the nature of the problem, add different disciplines to my knowledge framework, and access European intellectual production, even though it is mediated through a predominantly Anglophone perspective. Read more ↑Collapse

  I use the University of London ecosystem as a source because of the diversity and specialization of the institutions within its federation. In management, I took a program taught by Professor Nader Tavassoli of London Business School, whose work connects marketing, branding, and consumer behavior. For the humanities, I follow the School of Advanced Study and its specialized institutes. In science, I turn primarily to UCL and King’s College London for work in engineering, medicine, biosciences, and health. I follow this ecosystem through Think for management, UCL Minds and Research Begins at King’s for science, and SAS News & Events for the humanities. This structure allows me to select each institution according to the nature of the problem, add different disciplines to my knowledge framework, and access European intellectual production, even though it is mediated through a predominantly Anglophone perspective.

• New York Institute of Finance
  I use the New York Institute of Finance as a source to embed the pragmatic rigor of risk in my thinking. Founded by the New York Stock Exchange in 1922, the institution emerged from an environment where decisions are tested against capital at risk, losses, volatility, liquidity, and survival. This perspective brings to mind Peter L. Bernstein’s Against the Gods: The Remarkable Story of Risk and the historical shift from uncertainty as fate to risk as something that can be measured and managed. I cannot examine organizations, their portfolios, or the environments in which they operate without testing assumptions against probabilities, dependencies, extreme scenarios, and loss limits. The institution’s central perspective adds this discipline to my knowledge framework. Read more ↑Collapse

  I use the New York Institute of Finance as a source to embed the pragmatic rigor of risk in my thinking. Founded by the New York Stock Exchange in 1922, the institution emerged from an environment where decisions are tested against capital at risk, losses, volatility, liquidity, and survival. This perspective brings to mind Peter L. Bernstein’s Against the Gods: The Remarkable Story of Risk and the historical shift from uncertainty as fate to risk as something that can be measured and managed. I cannot examine organizations, their portfolios, or the environments in which they operate without testing assumptions against probabilities, dependencies, extreme scenarios, and loss limits. The institution’s central perspective adds this discipline to my knowledge framework.

• DeepLearning.AI
  DeepLearning.AI is another brilliant initiative by Andrew Ng. I took the Mathematics for Machine Learning course there, and the structural logic of artificial intelligence became embedded in my intellectual DNA. The experience encouraged me to look beyond model outputs and examine how models are constructed, how their components interact, and how the ideas behind them evolved. I carried this pursuit forward in my book A Inteligência Artificial Contada, whose English edition is expected to be ready by the end of the first quarter of 2027. I return to the platform regularly to recalibrate the way I navigate AI. Read more ↑Collapse

  DeepLearning.AI is another brilliant initiative by Andrew Ng. I took the Mathematics for Machine Learning course there, and the structural logic of artificial intelligence became embedded in my intellectual DNA. The experience encouraged me to look beyond model outputs and examine how models are constructed, how their components interact, and how the ideas behind them evolved. I carried this pursuit forward in my book A Inteligência Artificial Contada, whose English edition is expected to be ready by the end of the first quarter of 2027. I return to the platform regularly to recalibrate the way I navigate AI.

• / Udemy-Coursera
  Andrew Ng’s vision won me over from the start. Hundreds of traditional institutions, even when they did not offer their most sophisticated content, provided the clues needed to build a knowledge framework once reserved for elites and now accessible to ordinary people around the world. It is impossible to measure the global impact of this initiative. Udemy brought another perspective: granular knowledge shared through thousands of almost anonymous yet powerful contributions. Companies were able to strengthen their workforces through a universal tool. With the merger of the two platforms and the advent of artificial intelligence, the world has yet to see the scale of skills development that Udemy-Coursera can produce together. I am a user; I recommend, support, and celebrate this initiative. Read more ↑Collapse

  Andrew Ng’s vision won me over from the start. Hundreds of traditional institutions, even when they did not offer their most sophisticated content, provided the clues needed to build a knowledge framework once reserved for elites and now accessible to ordinary people around the world. It is impossible to measure the global impact of this initiative. Udemy brought another perspective: granular knowledge shared through thousands of almost anonymous yet powerful contributions. Companies were able to strengthen their workforces through a universal tool. With the merger of the two platforms and the advent of artificial intelligence, the world has yet to see the scale of skills development that Udemy-Coursera can produce together. I am a user; I recommend, support, and celebrate this initiative.

Reference sources

• Journal of Consumer Research
  I turn to the Journal of Consumer Research because any serious analysis of organizations and markets must consider what drives people as consumers. Drawing on psychology, marketing, sociology, economics, communication, and anthropology, the journal looks far beyond the purchase itself. Its academic orientation is particularly valuable to me: it presents theories, methods, and evidence without reducing them to management advice. By moving from individual choices, such as brand preference, to broader forces, such as materialism, the JCR helps me understand consumption as a product of the mind, social relationships, culture, and economic systems. Read more ↑Collapse

  I turn to the Journal of Consumer Research because any serious analysis of organizations and markets must consider what drives people as consumers. Drawing on psychology, marketing, sociology, economics, communication, and anthropology, the journal looks far beyond the purchase itself. Its academic orientation is particularly valuable to me: it presents theories, methods, and evidence without reducing them to management advice. By moving from individual choices, such as brand preference, to broader forces, such as materialism, the JCR helps me understand consumption as a product of the mind, social relationships, culture, and economic systems.

• Journal of Economic Psychology
  The Journal of Economic Psychology helps me understand the economic world through the lens of social psychology. Economic decisions are shaped not only by prices, income, or rational calculation, but also by perception, identity, culture, trust, social influence, and our judgments about people and institutions. This perspective helps me see how ordinary behavior can produce broader economic and social consequences. It has inspired articles such as What outsiders see and love about America, How distance changes perception: The making of an observer, and Your Google ratings are ESG in action. Read more ↑Collapse

  The Journal of Economic Psychology helps me understand the economic world through the lens of social psychology. Economic decisions are shaped not only by prices, income, or rational calculation, but also by perception, identity, culture, trust, social influence, and our judgments about people and institutions. This perspective helps me see how ordinary behavior can produce broader economic and social consequences. It has inspired articles such as What outsiders see and love about America, How distance changes perception: The making of an observer, and Your Google ratings are ESG in action.

• Google ScholarBroad initial search for academic papers, books, theses, and citations across virtually every field.
• ScopusStructured literature searches and analysis of citations, authors, institutions, and research impact.
• PubMedSpecialized search for medicine, healthcare, pharmacology, biology, and the life sciences.
• arXivOpen access to recent research in AI, computer science, mathematics, and physics. Many papers have not yet undergone peer review.
• ScienceDirectFull text access to journals and books published mainly by Elsevier, with strong coverage of healthcare, engineering, chemistry, and environmental science.
• ACM Digital LibraryResearch in computer science, software, algorithms, information systems, and human-computer interaction.
• IEEE XploreResearch in engineering, computing, electronics, telecommunications, artificial intelligence, and technical standards.
• SciELOOpen access to scientific journals, with particular importance for research from Brazil and Latin America.

Affiliations

• Fast Company Impact CouncilMember and columnist
  Before joining Fast Company, I was already a reader and an admirer of the magazine’s vision. In 2023, I received a World Changing Ideas award for a project I developed for a client, which led to an invitation to join the Fast Company Impact Council. We meet three times a year and, during the Innovation Festival, held every September in New York, engage with leading figures from different industries. Being part of the many ecosystems Fast Company brings together continues to broaden my systemic view of the world. Read more ↑Collapse

  Before joining Fast Company, I was already a reader and an admirer of the magazine’s vision. In 2023, I received a World Changing Ideas award for a project I developed for a client, which led to an invitation to join the Fast Company Impact Council. We meet three times a year and, during the Innovation Festival, held every September in New York, engage with leading figures from different industries. Being part of the many ecosystems Fast Company brings together continues to broaden my systemic view of the world.

• HSM ManagementColumnist
  As a columnist for HSM Management and a contributor to special projects, I have a close view of an organization that extends far beyond the magazine: executive education, events such as HSM+ and AI Bootcamp, programs from Singularity Brazil, Learning Village initiatives, and the broader Ânima Educação ecosystem. Published since 1997, HSM Management is one of Brazil’s longest-running publications dedicated to senior management. Being part of this environment allows me to see Brazil through a global lens and, in turn, interpret the world through the particularities of Brazil. Read more ↑Collapse

  As a columnist for HSM Management and a contributor to special projects, I have a close view of an organization that extends far beyond the magazine: executive education, events such as HSM+ and AI Bootcamp, programs from Singularity Brazil, Learning Village initiatives, and the broader Ânima Educação ecosystem. Published since 1997, HSM Management is one of Brazil’s longest-running publications dedicated to senior management. Being part of this environment allows me to see Brazil through a global lens and, in turn, interpret the world through the particularities of Brazil.

• System Dynamics SocietyMember
  We live in a complex world, one in which the modern construct of homo economicus can no longer adequately explain human behavior. As a member of the System Dynamics Society, I belong to a community that carries forward the work pioneered by Jay W. Forrester at MIT, modeling feedback loops, delays, and unintended consequences across social, managerial, economic, and ecological systems. Simulation allows us to test hypotheses, understand dynamic behavior, and communicate the findings needed for sound decision making. This community helps me navigate the currents of ultramodernity. Read more ↑Collapse

  We live in a complex world, one in which the modern construct of homo economicus can no longer adequately explain human behavior. As a member of the System Dynamics Society, I belong to a community that carries forward the work pioneered by Jay W. Forrester at MIT, modeling feedback loops, delays, and unintended consequences across social, managerial, economic, and ecological systems. Simulation allows us to test hypotheses, understand dynamic behavior, and communicate the findings needed for sound decision making. This community helps me navigate the currents of ultramodernity.

• Social Psychology NetworkMember
  Founded in 1996 by Scott Plous, the Social Psychology Network has built an international community dedicated to making the knowledge, research, and tools of social psychology accessible. As a member, I consider this connection essential for anyone seeking to become a global citizen. Understanding how prejudice, cognitive biases, group identities, and mechanisms of influence shape our thinking is a prerequisite for greater intellectual freedom and for contributing to a creative society capable of confronting humanity’s fundamental problems. Read more ↑Collapse

  Founded in 1996 by Scott Plous, the Social Psychology Network has built an international community dedicated to making the knowledge, research, and tools of social psychology accessible. As a member, I consider this connection essential for anyone seeking to become a global citizen. Understanding how prejudice, cognitive biases, group identities, and mechanisms of influence shape our thinking is a prerequisite for greater intellectual freedom and for contributing to a creative society capable of confronting humanity’s fundamental problems.

Methodologies

• ASTM International
• ISO
• IIBA International Institute of Business Analysis
• FAF Financial Accounting Foundation
• IFRS
• PMI Project Management Institute