The board that tells hype from implementation
The phase of learning what AI is is over. The question that matters now is what your board decides to do with it in the next 90 days — and who owns that decision. I bring to the board formal governance (IBGC) and hands-on work: I implemented AI in two operations before talking about the subject.
The literacy phase is over
For two years, boards and executives were invited to understand AI. Courses, lectures, demos. That has already served its purpose. The problem is that literacy is not execution — understanding what a language model is moves no business's needle. The imperative now is to decide: what will this company build with AI, on what timeline, with what budget and under what risk. Boards still asking for presentations on the topic are one cycle behind those already demanding deliverables.
The question is no longer "what is AI?". It has become: what do we decide to do with AI in the next 90 days — and who owns that decision?
What I bring to the table
Board member trained in Corporate Governance by the IBGC, with an MBA in Strategic and Economic Management from FGV. But what sets me apart on the AI agenda is not the certificate — it's that I implemented AI in two real operations (OPEX and Sinergia Energia) before advising any board on the topic. Most of those who talk about AI in the boardroom are consultants who read about it, or technicians who never sat at a governance table. The combination of formal governance with an operator who did the hands-on work is rare — and it's exactly what a board needs to separate promise from delivery.
IBGC
Corporate Governance certification
FGV MBA
Strategic & Economic Business Management
Four questions a board should be asking
Where is the last strategic decision we made about AI recorded — and how is it being executed?
A decision that becomes minutes and an owner doesn't vanish at the next meeting. A decision that becomes a slide does.
If the five people who know this company best left tomorrow, what would be left?
Institutional memory is a company asset. Knowledge in five heads is a board risk.
Are we building an information architecture, or buying standalone tools that no one integrates?
Architecture compounds. A loose tool becomes one more login the team forgets.
Who, at this table, can tell a marketing demo from an implementation that holds up in production?
Hype impresses in a meeting. Real implementation shows up in the results three quarters later.
Two engagement formats
Board seat
Ongoing participation as an advisory or administrative board member, with the AI and digital transformation agenda treated with the same governance rigor as finance and strategy. For companies that need this competence permanently at the table, not as a one-off consultation.
Point AI advisory
Focused sessions with the board to unlock a specific AI decision — assess a vendor proposal, validate an internal roadmap, size risk before an investment. Smaller ticket, defined scope, faster decision. For those who need a qualified second pair of eyes without opening a seat.
Is your board deciding or still learning about AI?
If the AI agenda still reaches the board as a presentation and not as a decision with an owner and a deadline, it's worth a conversation.