It is not where you start that matters. It is who walks with you.

The distance between buying the technology and actually extracting value from it is today one of the biggest management challenges facing the vast majority of organizations. It is the frontier I work on at HiLoop™, as Chief Science Officer, and where I developed AI PM Compass™. The goal here is to turn potential into concrete productivity, rethinking tasks, processes, roles and decisions.

It is the thesis that gives HiLoop™ its name, Humans in the Loop, and the center of my current work as Chief Science Officer. Here we work on the deliberate design of collaboration between people and machines, including roles, supervision, ethics and the measurement of hybrid work.

This domain joins the rigor of science and advanced training as a researcher to the experience of someone who has made real business decisions. The goal is to decide well when the market moves, separating signal from noise, without paralysis and without false conviction, and seeing the whole system, not only the part in front of us.

Thinking like a scientist is a rare competitive advantage outside academia. I bring the rigor of a doctorate from the University of São Paulo and postdoctoral work at MIT to real-world problems. Here I apply the scientific method to decision-making.

I devoted years of research to precisely this: understanding when agile models deliver value, and when they do not work. Transforming an organization so that it truly masters agility requires deep structural change.

I led large-scale transformations at the head of the Business Agility & Transformation practice of an American multinational, alongside advisory work for Fortune 500 companies, and I learned that what decides success is almost never the new system, but the culture and the people. The focus here is change that actually becomes reality.

It was precisely to close that distance that I helped conceive a global think tank. And the higher you climb, the heavier and the lonelier the decisions become. Here I address both sides of that coin: translating strategy into real execution, and strengthening the judgment of those who decide in the face of choices that affect entire organizations.

Everywhere I have worked, I built and led high-performance teams responsible for results few believed were possible. Here we work on what turns individual talent into collective capability: trust, ambition and the safety to take risks, honest and human leadership, including when the team starts to include AI agents.

I led thought leadership as a global director at an institution in the United States, and took my ideas to international stages, communicating complex subjects simply. Here we work both ends: building a voice, a position and ideas that travel, and the executive presence that makes an idea land in the room and on the stage.

Invention was the central object of my training as a researcher, from the laboratory to industry. And a shift is under way: as AI commoditizes applied knowledge, science, including basic science, becomes once again the differentiator of organizations that think long. Here we run innovation as a discipline, from the ambiguous idea, through research and development, to the product in the market, and we treat science as a competitive asset, professional and organizational.

From technical specialist to leader, from corporate to entrepreneur, from academia to industry, and back to entrepreneurship: I did not read about these crossings, I made every one of them, from Brazil to MIT and on to global executive positions, several of them without a safety net. Most people freeze because they wait for a guarantee that never arrives; here I help you see the moment of the turn, face the fears it awakens and play a different game from the majority, including when the crossing spans borders, markets and cultures.

The Future of Jobs Report 2025, from the World Economic Forum, projects that 39% of workers’ existing skill sets will be transformed or become outdated by 2030, which makes reinvention less a choice than a necessity. I did not follow this new model because I read about it somewhere, I lived it before it had a name. My path was never linear: I went from being led to researcher, to global executive, to leading teams, from entrepreneurship to the corporate world, and back to entrepreneurship. They were distinct acts, not steps on the same ladder, and each reinvention came by choice. That is exactly the logic we work on here: how to stay relevant across decades and turn everything you have accumulated into the assets of a successful career.