Consulting
Clarity to decide. Structure to execute.
Work that combines 21 years of experience in marketing and entrepreneurship with a current view of processes, data, automation and artificial intelligence. The work starts from the company's problem and organizes the path between decision and execution.
Engagement formats
Four formats, according to the need.
For each format: when it makes sense, the question it helps answer, the work involved, examples of deliverables and the next step.
- When it makes sense
- When losses are perceived, but the causes and priorities are not yet clear.
- Question it helps answer
- What needs to change first — and why?
- Work involved
- Reading of the context, the processes and the relevant information, to locate bottlenecks and order priorities.
- Examples of deliverables
- Executive reading, bottleneck map, priorities and recommended sequence.
- Next step
- Start with the diagnosis, to bring clarity before deciding.
- When it makes sense
- When the problem is already defined and there is a need to execute an improvement.
- Question it helps answer
- How do you turn a priority into an improvement that works?
- Work involved
- Design of the solution and leadership of the implementation of processes, integrations, automations or AI solutions.
- Examples of deliverables
- Flow design, solution defined in the scope, documentation and validation criteria.
- Next step
- Talk about the defined problem and what the execution requires.
- When it makes sense
- When the company needs recurring support for decisions and operational evolution.
- Question it helps answer
- How do you keep decisions and initiatives connected to the business priorities?
- Work involved
- Recurring support: review of priorities, analysis of alternatives and monitoring of the agreed initiatives.
- Examples of deliverables
- Agenda of decisions, analysis of alternatives and monitoring of agreed indicators.
- Next step
- Talk about the pace of support that makes sense.
- When it makes sense
- When the leadership needs to align understanding and criteria for a decision.
- Question it helps answer
- Which decision does the leadership need to be able to make?
- Work involved
- Leading a structured discussion about the challenge, its implications and possible paths.
- Examples of deliverables
- Structured discussion, comparison of paths and a summary of the next steps.
- Next step
- Talk about the decision and who needs to take part.
The deliverables of each format are adjusted to the company's objective. Scope, responsibilities and conditions are defined in the proposal, before the work begins.
Where the consulting comes in
Concrete situations of practice.
These are typical situations that open a piece of work. The starting point is always the company's real problem, not a predefined format.
- Sales opportunities lost for lack of follow-up.
- Information disconnected across departments and systems.
- Rework that consumes the team's capacity.
- Service without continuity between the stages of the relationship.
- Adoption of artificial intelligence without a clear priority.
How we start
Three steps to start.
- Share the contextYou describe what is making the operation difficult, through the contact form.
- Talk about fitTogether we assess whether there is a fit between the problem and my work.
- Receive a proposalIf there is a fit, the next step is a proposal with a defined scope and deliverables.
The initial conversation is meant to understand the context and assess fit. It is not the same as the contracted diagnosis, which has its own scope and deliverables.
Shall we define the next step?
Tell me the main challenge in your operation. From the context, we assess whether it makes sense to work together and what the next step would be.