With every news story about a scam involving cryptocurrencies or a new scandal involving celebrities associated with sports betting companies, the popular Bets, the feeling one gets is that the criminal underworld is many steps ahead of the civilized world in its strategies to transform illegally obtained resources into assets that appear to be legitimate, the so-called money laundering.

After all, given the clamor from the business world for innovations that lead to the emergence and dissemination of mechanisms such as cryptocurrencies and the popular clamor for the possibility of combining the useful (making money) with the pleasant (trusting your favorite team) in betting, how can we monitor the occurrence of thousands of transactions every minute to prevent all this goodwill from being used to finance criminal activities and terrorism, for example?

In Brazil, Law No. 9,613 of 1998, known as the Money Laundering Law, is the legal basis that defines the crime and establishes severe penalties for those involved. Furthermore, she created the Financial Activities Control Board (COAF), responsible for receiving reports of suspicious transactions and producing financial intelligence to combat this type of crime.

In turn, the Central Bank operates directly with the Brazilian System for Prevention and Combat of Money Laundering and Terrorism Financing (PLD/FT). It regulates the rules for financial institutions to implement AML/CFT policies, monitoring and supervising their compliance and applying administrative sanctions when necessary. Furthermore, the Central Bank maintains the National Financial System Customer Registry (CCS) and reports suspicious activities to the COAF and the Public Prosecutor's Office.

But in practice, technology is the key to preventing money laundering. Advanced data analysis tools enable financial institutions to detect suspicious activity patterns and identify potential cases. The implementation and integration of specialized software are recommended to improve detection efficiency and strengthen compliance and internal audit processes.

One of the fundamental requirements in this regard is that financial institutions have a deep understanding of their clients. This involves conducting a complete identification of all parties involved in financial transactions, both Individuals and Legal Entities. The KYC process is not limited to document collection; it also includes verifying the source of funds and ongoing transaction monitoring to identify suspicious behaviors.

Concerned about the issue, Febraban will hold the 14th edition of theMoney Laundering Prevention Congressand the Financing of Terrorism (PLDFT), considered the largest event on the subject in Brazil. Not by chance, this year's central theme will be "Integrated approach between control areas."

The program will allow for reflection on sensitive and strategic topics not only for banks, but for the entire society that ends up, in one way or another, being threatened by this practice.

Some already defined topics are, for example: "Challenges in the interaction of Financial Intelligence Units," "Strategic actions for combating and preventing illicit activities," "Use of artificial intelligence in PLDFT," "Sports betting and its impacts," and "Socio-environmental crimes – slave labor, money laundering crimes, and corruption."

As we can see from the breadth of discussions, it becomes completely utopian to imagine that a new law or a new technological solution alone will be able to meet the challenge.

In this scenario, sharing integrated information and technologies is the only way to strengthen the fight against financial crime. and mitigate the risks associated with money laundering by ensuring compliance with current regulations.

The success or failure of any business will depend on a series of variables related to its management. This leads many to seek methods and strategies to professionalize their operations aiming for continuous growth. In the case of family businesses, many tend to bring in experienced executives who contribute their knowledge to reshape processes and boost the brand in their segment – something that can be entirely beneficial for this goal, as long as certain precautions are properly understood.

Today, about 90% of companies in our country are family-owned, according to IBGE data. Of them, 60% aim to expand their operations into new markets, along with 51% who want to launch increasingly better products and services, according to other information shared by PwC. Such ambition is normal to be seen in any entrepreneur at some point in their journey, and in many cases, it ends up being the turning point in their understanding of the importance of professionalism in relation to these achievements.

Typically, there are three major motivators for this professionalization: when the company finds itself in financial difficulties and sees this process as a way to avoid closing its doors and restructure itself economically; by the entrepreneur's own decision when thinking about the succession of his business, understanding that his heirs may not be adequately prepared to take over his position; or in the desire to carry out a merger or acquisition, where the arrival of an executive is extremely important to ensure this procedure is successful and responsible.

Regardless of the event that generates professionalization, the arrival of this talent will represent significant changes within the business ecosystem, creating a previously non-existent space that needs to be properly prepared so that it can assume its responsibilities – which also need to be clearly discussed and understood between the parties so that there are no obstacles due to lack of communication.

A common obstacle in this process is some entrepreneurs' reluctance to give up their tasks for this new talent. This is something that cannot exist in the decision to professionalize the business, as it will be necessary to grant and delegate a large part of its responsibilities to the executive. After all, your role will be strategic for competitive prominence, and without the proper space or autonomy to perform your duties, the necessary plan to boost the brand will have difficulty coming to fruition.

Many of these executives end up accepting this challenge in search of a redefinition of their careers. Something more, where they can contribute with their expertise, knowledge, and in this way, feel useful in building a successful brand. This requires them to adopt a humble attitude in their behavior, understanding the position they will assume and valuing unity with the entrepreneur and all members of that environment.

Boards are excellent spaces for these entrepreneurs to occupy, in the role of information provider, so that they can continue to manage their businesses while leaving the executive with the responsibility, in itself, of managing the company.

It is a complex dynamic, which reinforces the need for detailed planning, including the definition of the role that will be played by the executive, avoiding mixing it with those of the businessman; and a generous dose of emotional intelligence on both sides – so that the businessman knows how to delegate and leave certain tasks, and that the executive understands his position and how far he can go to achieve the stipulated objectives.

There are many questions, but all are valid and essential to ensure there is no doubt about what is expected from each of them. Because, if there is no flexibility from both parties, what is the point of deciding to professionalize your company?

The concept of Artificial Intelligence (AI) is not new. It has been almost 70 years since the term was coined, with AI going through phases of great enthusiasm, followed by periods of frustration, such as the famous "AI winter" between the 1960s and 1980s. However, the true AI revolution has occurred in the last 15 years. Between 2010 and 2020, AI not only replicated human skills but also surpassed them in areas such as image recognition and natural language processing. This was driven by the exponential increase in computational capacity and the evolution of algorithms.

During this period, marketing began to transform with the arrival of Marketing 4.0, a concept coined by Philip Kotler. He highlighted the transition from traditional marketing to digital, focusing on connectivity, engagement, and the growing role of communities, with AI playing a crucial role in this process.  

Today, with Marketing 5.0, we are in a new era, in which AI, automation and massive data analysis not only digitize processes, but create personalized and deep experiences for consumers.

In 2024, AI goes far beyond operational automations; it transforms the way companies make strategic decisions, forecast trends, and personalize experiences. The evolution of technologies, from simplepromptsFor complex APIs, it allowed AI to be applied in increasingly specific and impactful business contexts. It's not just about efficiency, but about offering the consumer a sense of exclusivity.

According to a McKinsey study, companies that invest in AI strategically are creating new sources of revenue and competitive advantages, not just automating processes. One of the biggest impacts of AI in marketing is its combination with neuromarketing, a field that explores how the human brain responds to emotional stimuli. By customizing the customer experience dynamically and in real time, AI can activate brain regions associated with reward and satisfaction, creating a deeper bond and increasing consumer loyalty.

This customization capability is crucial, especially at a time when 75% of companies did not achieve their marketing goals and 74% failed in sales, according to the 2024 RD Station report. In this scenario, AI stands out as an essential tool to try to reverse this trend, helping brands align their campaigns with individual consumer behavior and preferences.

Data from Marigold's 2024 Global Consumer Trends Index reveals that different generations respond differently to personalization:

• Generation Z (18–26 years old):64% are more likely to engage with messages aligned with the brand's purpose. They seek authenticity and are attracted to exclusive content and brand communities. However, 51% are frustrated with overly automated and irrelevant customizations.
• Millennials (27–42 years old):66% value the brand's purpose, but are more engaged in loyalty programs. 42% feel dissatisfied when communications are not properly personalized according to their expectations.
• Generation X (43–58 years old):They focus on convenience and quality, with 59% prioritizing these aspects when making purchases. Although cautious about data privacy, they are also dissatisfied with automated interactions that seem invasive or unnecessary.
• Boomers (59+ years):46% are loyal to brands with which they have a long-term connection and are willing to pay more for that relationship. However, this generation is also intolerant of customization that does not add real value.

These data show that personalization is more than a trend; it is a necessity for brands that want to build genuine connections with different audiences. Each generation has unique expectations, and AI allows companies to adjust their strategies to create a deeper and more relevant impact.

Although the advantages of using AI in marketing are evident, with the increase in AI use in automated interactions, the challenge of saturation arises. There is a risk that, with so many personalized messages, authenticity and relevance may be lost. To avoid this, it will be essential to find the balance between scalability and genuine personalization.

Brands that manage to handle this complexity will be ahead, ensuring meaningful interactions and maintaining consumer trust in an increasingly competitive and content-rich environment. AI is therefore at the center of this transformation, offering not only efficiency but also the ability to create unique and memorable experiences for each consumer at every stage of their journey.