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79% of consumers want AI that understands their needs

E-Commerce Update
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79% of consumers want AI that understands their needs

Artificial intelligence (AI) already had the ability to understand the language of customers, assess their demands and refer them to the most appropriate sectors, making the service more efficient and agile. This is how it has consolidated itself as a pillar for retail organizations. Now, with the rise of Generative AI, technology has gone one step further: it has started to offer more personalized interactions, capable of truly understanding consumer behavior. According to the BoF-McKinsey State of Fashion survey, 79% of customers expect AI to understand their needs and offer more accurate recommendations.

“Imagine a scenario where the system detects that a good part of the customers is dissatisfied with the waiting time in the queues or with the lack of inventory, for example. Or that a certain product or promotion causes more irritation in the tone of voice than the average. With this very specific information at hand, the tool can suggest a more empathetic approach of the sellers or other improvements that retain this consumer. As a bonus, the store starts to have access to a valuable database organized, extracted from its own services”, explains Carlos Sena, founder of AIDA, a Generative Artificial Intelligence platform (GenAI) focused on deciphering the Customer's Voice.

This solution is not limited to interpreting the words spoken, as chatbots do, but also analyzes the regionalisms, emotions and context of that interaction. This allows you to identify behavior patterns and critical points of improvement, offering insights to increase customer satisfaction and loyalty.

From the analysis of these interactions, it is possible to anticipate certain behaviors and customer needs, enabling the development of more personalized sales strategies and more satisfactory experiences, to be used as a reference. “It is not just about solving problems, but learning from them”, continues Sena.

That is, in addition to reducing response time in service, AI also contributes to the training of sales and support teams. Proof of the effectiveness of this method in the long term is a study by McKinsey, in which companies that use AI for employee training have recorded an increase in operational efficiency. Thus, from the data and insights collected on the strategic audience, the platform can be used as an aid in the training of the retail team.

“With a more efficient service, retention and satisfaction rates tend to increase, while operating costs are reduced. AI does not replace the seller or the human attendant, quite the contrary; we understand that it is extremely necessary. But it empowers these professionals with the tools they lacked so that they can offer the best possible solutions”, concludes Carlos Sena.

Fraud losses can consume about 2% of virtual store revenue, Koin and GMattos study finds

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Fraud losses can consume about 2% of virtual store revenue, Koin and GMattos study finds

A Koin, fintech especializada em simplificar o comércio digital por meio de soluções de pagamento e prevenção à fraude, divulga o estudo “O Impacto da Fraude Online na América Latina”, em conjunto com a consultoria GMattos. O levantamento evidencia o crescimento das tentativas de golpe no e-commerce da região e os desafios enfrentados pelos lojistas.   

A estimativa é que o custo total da fraude online (chargeback + prevenção) pode consumir até 1,9% da receita bruta das vendas das lojas virtuais — um número que compromete diretamente a rentabilidade de qualquer negócio. Segundo o estudo, em casos de redução pela metade desse custo, a melhora no resultado operacional (EBITDA) pode ultrapassar os 30%.  

Além de dados operacionais e números específicos de cada país do continente, o estudo traz uma abordagem inédita: a análise do ponto de vista do fraudador. A pesquisa revelou que as estruturas criminosas organizadas atuam em 3 etapas ou funções. No caso dos cartões de crédito são a mineração de dados (com revenda de cartões por até US$ 5), compras fraudulentas (3 em cada 5 tentativas são bem-sucedidas) e revenda de produtos (com até 50% de deságio). Já as fraudes no Pix passam por mineração (quando os dados são obtidos facilmente), contato via BOT (operação de baixo custo) e transferência e movimentação (com alta liquidez).  

Outro ponto de atenção é o crescimento das fraudes via Pix. A pesquisa mostra que a incidência dobrou entre 2023 e 2024, subindo de 1,7% para 3,2% das chaves únicas cadastradas. Dada a liquidez imediata e o baixo custo operacional do golpe, o Pix se tornou foco dos fraudadores, e a prevenção eficaz exige novas camadas de inteligência.  

Em resposta a esse cenário, o sistema antifraude da Koin surge como alternativa estratégica, oferecendo taxa de fraude de apenas 0,09%, 98% de aprovação de transações e uptime de 99,9%.  Com tecnologia própria baseada em inteligência artificial e machine learning, a solução oferece personalização por segmento, análises comportamentais, geolocalização, validações invisíveis ao cliente e autenticação sob demanda, produzindo um motor de decisão ágil, calibrado e de alta performance. O resultado é a melhoria de até 15 pontos percentuais na conversão e redução de até 5 vezes nos custos com golpes, de acordo com clientes que adotaram a plataforma.   

Fraude, conversão e rentabilidade: o retrato do comércio digital na América Latina  

A análise conduzida pela Koin e GMattos apresenta, também, um panorama aprofundado do impacto da fraude online na América Latina, revelando conexões diretas entre tentativas de golpe, taxas de conversão no checkout e a lucratividade das operações.  

A região latino-americana mostra forte crescimento nas vendas online, com o Brasil liderando o mercado (55% do total), seguido por México (17%) e Colômbia (9%). Embora esse crescimento crie oportunidades, ele também deixa claras as vulnerabilidades: a América Latina é a região com maior índice de chargeback do mundo, ultrapassando a média global de 3,0%.  

Além disso, de acordo com o estudo, cada 5 pontos percentuais de melhoria na conversão representam um ganho potencial de até 50% no EBITDA em operações com margens enxutas.  Já a redução do custo total da fraude pela metade pode gerar aumento de mais de 30% no resultado operacional das empresas.  

 Principais achados do estudo  

Panorama América Latina 

  • 55% das vendas online da região estão no Brasil  
  • Brasil, México e Colômbia concentram mais de 80% do e-commerce  
  • América Latina tem o maior índice global de chargeback: acima de 3,0%  

Conversão x Prejuízo 

  • Média de conversão no e-commerce latino-americano: 70%  
  • No varejo físico, essa taxa ultrapassa 95%  
  • A cada 5 pontos percentuais de melhoria na conversão, o EBITDA pode crescer até 50%  
  • Reduzir os custos de fraude pela metade pode aumentar o EBITDA em mais de 30%  

 O estudo “O Impacto da Fraude Online na América Latina” completo pode ser acessado here.

Atomic Group acquires startup LigAPI

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Atomic Group acquires startup LigAPI

De acordo com o fundador e CEO do Atomic Group, Filipe Bento, trata-se do primeiro movimento de M&A (mergers and acquisitions, ou fusões e aquisições, em tradução livre) da organização. Com essa aquisição e incorporação, o grupo deve obter, nos próximos dois anos, “múltiplos de sete de dígitos de receita, além de aumentar o valuation da LigAPI”.

A LigAPI é uma startup de integração de sistemas, por meio de ferramenta Low Code (técnica de desenvolvimento de softwares com a aplicação de um mínimo de códigos). Tem sede em Palhoça, Grande Florianópolis. Foi fundada em 2022, por Jonas Kreling, CEO da empresa.

Segundo Filipe Bento, a sinergia com os princípios e valores do empreendedor, do produto para a base de clientes e parceiros do Atomic, bem como a estratégia do grupo de trabalhar com diversos softwares integrados foram os fatores que levaram à decisão de aquisição.

“Todas as empresas que usam software precisam de integração. Trazer uma solução de integração fácil e rápida conectada aos nossos produtos e as principais ferramentas de mercado sem necessidade de código vai acelerar ainda mais a transformação e a aceleração dos negócios de nossos clientes e consequentemente os negócios do grupo”, afirma Bento.

Ganham também a LigAPI e os clientes, de ambas as empresas – da startup incorporada e do Atomic Group. É o que avalia Filipe Bento.

“A LigAPI e seu fundador, Jonas, ganham um ecossistema completo para acelerar o negócio. Com a marca forte, expertise, ecossistema de parceiros, força de distribuição e capital. Para os clientes mais uma solução que transforma e acelera negócios com os nossos pilares de agilidade e melhor custo/benefício, além da cultura forte e qualidade de atendimento.”

O CEO do Atomic Group finaliza: “Esse movimento reforça a vocação do grupo de acelerar ainda mais a transformação de empresários e seus negócios através de educação, tecnologia, distribuição, estratégia e investimentos”.

Logistics assumes pillar status of operations 

Gustavo Saraiva's
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Logistics assumes pillar status of operations 

What was once seen as a mere operating cost today has become the center of business: logistics. More than ensuring the movement of goods, it is a determining factor in generating revenue, creating value and, above all, customer loyalty. Well executed, it also strengthens the image, increases conversion rates and reduces rework and waste. 

Delivering the right product, in the right place and at the right time is no longer a differential to become a basic consumer requirement. In an increasingly competitive and digitalized market, customers expect efficiency, transparency and agility at all stages of the buying journey. Those who do not meet these expectations with consistency run the serious risk of losing space for more agile and technologically prepared competitors. 

The precision basis 

This reality requires a solid infrastructure, supported by pillars such as data intelligence, automation and systems integration.Together, they form the basis for an accurate, scalable and able to respond quickly to market demands. 

Data intelligence allows us to predict trends, manage inventories with greater assertiveness and identify bottlenecks before they negatively impact the chain. Automated systems eliminate human failures, increase productivity and allow quick responses to demands. And the integration between platforms offers full visibility and real-time updating, promoting alignment between all links of the operation 'Vendor to the end customer. 

 Algorithms and predictability 

In the past, for some it was enough to have available stock. Today, you need to know when, where and how to distribute it with strategic precision. It is necessary to predict routes, avoid bottlenecks and anticipate unforeseen events through intelligent algorithms.In contemporary retail, the integration between physical and digital channels requires a flexible and robust logistics infrastructure. 

Customer experience: strategic north 

Logistics is no longer supporting strategy 'it is strategy. The focus should be on building lasting relationships with customers, delivering not only products, but positive experiences in each interaction. The moment of delivery is often the last point of direct contact with the consumer and can define your perception of the brand. 

Companies that understand this concept are investing in the delivery experience, proactive communication with customers, real-time traceability and flexible return options. These actions not only improve consumer satisfaction, but also generate valuable feedback to continuously improve internal processes. 

With this, they can scale operations in a sustainable way and consolidate their position in the market. An integrated and intelligent logistics becomes, thus, a differential difficult to be replicated. 

Investing in intelligent and integrated logistics is, first of all, recognizing its fundamental role at the heart of the business.It is to understand that, in addition to delivering products, it is possible to deliver value, trust and consistent results. 

In a hyper-connected and increasingly demanding world, logistics is the link that connects needs and solutions.And those who know how to use this pillar strategically will be ahead of the competition. 

Alelo celebrates 22 years, strengthening its leadership in the sector and with various social responsibility initiatives.

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Alelo celebrates 22 years, strengthening its leadership in the sector and with various social responsibility initiatives.

This month, Alelo celebrates 22 years of a journey marked by pioneering spirit, leadership, overcoming challenges, and significant achievements. Throughout this journey, the company has built strong partnerships and maintained an unparalleled commitment to the well-being of over 10 million Brazilians. From north to south of Brazil, the company connects people and facilitates the daily lives of thousands of businesses, workers, and commercial establishments through innovative solutions in corporate benefits, expense management, and incentives.

True to its purpose – "The essentials of life are for everyone" – Alelo goes beyond the basics. The company continuously invests in digital innovation and intelligent solutions that make life easier for its customers, such as the Alelo Tudo and Alelo Pod products, which offer the flexibility demanded and desired by the market and consumers.

"We are, in fact, a brand proud of its organizational culture and the positive impact we've generated over these 22 years. With an engaged team that values diversity and is always attentive to the world's changes, we face challenges with an optimistic outlook and innovative spirit. Our services reflect our pursuit of being an example, not just in the market and leadership, but also in responsibility and renewal. And this year, Alelo continues to invest in digital transformation, customer experience, and sustainability, focusing on increasingly complete and personalized solutions," comments Márcio Alencar, CEO of Alelo.

More reasons to celebrate

The company also announced a series of actions aligned with its brand strategy and focused on sustainability and social responsibility, transforming its anniversary into a symbol of renewal and collective action.

Breaking paradigms in the sector, Alelo also announces a groundbreaking and strategic partnership with Eurecicloa platform that certifies and tracks the recycling chain. This collaboration makes Alelo the first benefits company to offset double the carbon emitted in the production of its cards, exceeding the requirements of the National Solid Waste Policy (PNRS) in 200%.

More than just a contribution to Brazil's recycling chain, this action aligns Alelo with its ESG (Environmental, Social, and Governance) goals, solidifying its leading position in environmental responsibility. The partnership gains even more weight when considering data from Ilumeo (in collaboration with Eureciclo): 751,000 consumers already recognize and value the Eureciclo label, and 851,000 consider it essential that products have recycling labels. Furthermore, this initiative offers legal security to companies adopting sustainable practices, enhancing the brand's positive perception in the market.

"This initiative not only strengthens Brazil's recycling chain but also reaffirms our responsibility to the environment and future generations. Celebrating 22 years as the first benefits company to offset double the carbon emissions on our cards, a pioneering initiative in the sector enabled by our partnership with Eureciclo, materializes this commitment to going further: we want to positively transform communities, track global innovations, and inspire our clients and partners to build a prosperous and sustainable future," Alencar stated.

Transformative Impact

Alelo's anniversary celebrations also include initiatives focused on raising awareness and engaging employees. During June, the internal program, "Alelita Recycling Goal," will incentivize the disposal of recyclable items through Ecoloop, offering double points in the internal rewards system. To complement this, Alelo has prepared a scavenger hunt about recycling stamps, promoting environmental education in a fun way.

Recognition through the sector

Beyond its industry leadership, the company is widely recognized for its over 50,000 client companies and 10 million workers. In the last two years alone, the company has won 41 awards in various sectors, ranging from HR, Customer Experience, Innovation, and Marketing.

Next Steps

What keeps Alelo at the top for over 20 years is constant attention to the needs of clients and consumers, exercised through the various channels of listening the company has, and its distinctly Brazilian language when communicating with its clients and consumers.

Another strategic differentiator is Alelo's portfolio, which addresses diverse needs and keeps pace with key customer and consumer demands, with quality and in compliance with current regulations.

"More than looking to the past, we celebrate a present brimming with energy and a future filled with even more innovation and responsibility. We remain steadfast in our commitment to fostering conscious consumption and improving the quality of life for people, through technology, empathy, and proximity," concludes the CEO.

End of Trump and Musk Partnership: What Lessons Are There for Management?

Pedro Signorelli
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End of Trump and Musk Partnership: What Lessons Are There for Management?

After months of a troubled relationship in President Donald Trump's second term, Elon Musk officially announced his departure from office last month.The end of this partnership symbolizes more than the breakup between two very influential figures, it is also an emblematic case of management and leadership that offers several important learnings for any organization.

One of the main points that stand out in this episode is the importance of strategic alignment. Trump and Musk, at first glance, seemed to be heading in the same direction. However, over time, it became evident the lack of harmony with values and long-term vision. While Musk is driven by innovation, autonomy and a more agile culture, the Trump administration followed a more traditional and centralizing line.

Another determining factor was the conflict between organizational cultures. Musk has the habit of taking the mentality of startups to all environments where he operates. However, this approach clashes with bureaucracy and the slower pace of the public sector. Under a government that mixes political conservatism with punctual actions of boldness, this mismatch has become unsustainable.

Despite leaving the government, Musk maintained influence through allies within the DOGE (Department of Emergency Government Operations), who have taken strategic positions in the General Services Administration (GSA). This highlights another critical point: the dependence on charismatic leaders. Structures very centered on a single figure become vulnerable when this person departs, which can be a major problem.

Musk's absence represents a major loss for the government, especially in matters related to innovation and technology. In addition, the billionaire has made public criticism of Trump's new tax reform proposal, which proves that the union between these giants has always been a risky decision and that it could have negative consequences, after all, both have striking styles and profiles that do not easily match.

The fact is that in any management, strategic alliances should not be based only on immediate gains, but also on compatibility of principles and vision of the future. In this case, the rupture ended up being harmful to both sides and this makes the almost abrupt departure of Elon Musk mark the end of a phase of rapprochement between the innovative private sector and the federal government.

With Trump reinforcing his political agenda and Musk publicly positioning himself against some decisions, there is a clear shift in power dynamics within the administration and we may feel the impacts in the near future.At the end of the day, this story reminds us that even in high-power and influential environments, the fundamentals of good management remain the same: clarity of purpose, alignment of values and effective collaboration.

AI in the financial sector: How data is redefining competitive advantage

Alessandro Buonopane
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AI in the financial sector: How data is redefining competitive advantage

In the current scenario, where data is considered the new oil of the digital economy, financial institutions around the world are accelerating their technological transformation based on high-performance Artificial Intelligence (AI). In Brazil, this movement gained momentum especially after the pandemic, with investments in AI technologies in the financial sector growing approximately 42% between 2021 and 2023, according to survey this exponential growth is justified: the ability to process and extract insights massive volumes of data have become a crucial competitive differentiator in an increasingly fierce and demanding market.

The revolution promoted by AI in the banking sector manifests itself on multiple fronts, from the optimization of internal processes to the complete reformulation of the customer experience. Large Brazilian banks have invested in advanced language models (LLMs) to improve their customer service services, resulting in faster response times and greater user satisfaction. Internationally, institutions have announced billionaire investments in AI technologies in recent years, as disclosed in their reports to investors and official statements, demonstrating the strategic character of these initiatives for the future of the sector.

The use of specific language models (SLMs), trained with private data from institutions, has allowed remarkable advances in fraud detection and credit risk analysis.A Brazilian financial services unicorn has highlighted in its corporate communications how the use of advanced data analysis systems has contributed to mitigate fraud-related losses. This scenario illustrates how AI not only improves operational efficiency, but also directly contributes to the preservation of capital and financial sustainability of institutions.

The hyper-personalization of financial offerings is perhaps the most visible aspect of this revolution for the end consumer study recent revealed that banks implementing AI-based marketing strategies can increase their conversion rates by up to 25% and customer satisfaction by about 20%. In Brazil, a well-known digital bank reported an increase of 31% in adherence to financial products after implementing personalized recommendations based on predictive algorithms that analyze the financial behavior of its more than 25 million account holders, demonstrating the transformative potential of technology when applied with strategic vision.

The predictive aspect of AI has also revolutionized investment management and market analysis. Large resource managers have been disclosing in their annual reports advances in the use of advanced algorithms to identify patterns and investment opportunities that would escape conventional human analysis.In the Brazilian market, investment houses have improved their predictive models based on machine learning (ML), by offering clients more accurate recommendations aligned to their risk profile. This predictive capability not only benefits institutions but also their clients, who receive more assertive investment guidance.

AI-driven digital transformation is not without challenges, especially when it comes to data privacy and the explainability of algorithms survey he indicated that 73% of Brazilian consumers care about how their financial data is used by automated systems, although 64% of the same respondents recognize tangible benefits of AI-based personalization.This paradox illustrates the delicate balance that financial institutions need to maintain between technological innovation and consumer trust, a challenge that has led to the development of “IA explainable” approaches that allow greater transparency in automated decisions.

Optimizing the workforce represents another important chapter of this revolution. Contrary to initial fears of massive replacement, labor market analyses such as those conducted by the World Economic Forum suggest that the implementation of AI in the banking sector has caused a reconfiguration of professional roles, with new opportunities emerging in areas such as data science, AI engineering and digital ethics.In several Brazilian banks, the implementation of AI-based virtual assistants has reduced the volume of repetitive administrative tasks, allowing employees to focus on higher added value activities such as personalized financial consulting and relationship development with strategic clients.

The future of banking will be unequivocally shaped by the continued evolution of AI technologies point out that by 2027, about 80% of banking interactions will occur without direct human intervention. In Brazil, with the consolidation of Open Finance and the growing adoption of financial technologies, it is projected that investment in AI solutions in the financial sector will continue on an upward trajectory. Institutions that manage to balance the power of data with consumer confidence, operational efficiency with human sensitivity, and technological innovation with ethical responsibility, will be better positioned to thrive in this new paradigm where data not only informs, but effectively decides the future of the banking business.

In short, AI does not replace the human: it expands your decision-making capacity, speeds diagnostics and promotes more relevant journeys for the consumer.In times of fierce competition and growing expectations, data will ultimately decide the game.

Digitalization of logistics in supermarkets

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Digitalization of logistics in supermarkets

No varejo supermercadista, logística sempre foi peça-chave. Mas com a pressão por eficiência e agilidade, ela virou protagonista. A tecnologia está no centro dessa virada. Do planejamento de rotas à gestão de estoque, soluções digitais estão ajudando supermercados a operar melhor, gastando menos.

Um bom exemplo é a roteirização em tempo real. Com algoritmos que calculam os melhores caminhos, é possível economizar combustível, reduzir o desgaste da frota e entregar dentro do prazo. Mais eficiência, menos custo. O cliente sente a diferença.

O estoque também ganhou inteligência. Ferramentas preditivas, baseadas em dados históricos e padrões de consumo, ajudam a manter o equilíbrio. Nada de prateleira vazia, nem de produtos encalhados. O resultado é menos desperdício e mais previsibilidade.

A segurança na entrega também evoluiu. Rastreamento em tempo real garante visibilidade total do trajeto e ajuda a prevenir desvios ou roubos. No caso de produtos sensíveis, sensores monitoram temperatura e umidade do início ao fim.

Gestores agora têm painéis simples e atualizados para acompanhar tudo isso em tempo real. Isso permite ajustes rápidos e decisões melhores, com base em dados concretos. E funciona!

Redes que adotaram essas tecnologias estão reduzindo custos, entregando mais rápido e melhorando a experiência do cliente. A transformação digital já está trazendo resultado.

O próximo passo é a integração total dos sistemas e o uso mais avançado da inteligência artificial. Quem quiser se manter competitivo vai precisar acompanhar esse movimento. A tecnologia já está mudando o jogo. Quem entender isso antes sai na frente.

Só 1 em cada 10 startups chega lá: o que define o sucesso na busca pelo Product-Market Fit

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Só 1 em cada 10 startups chega lá: o que define o sucesso na busca pelo Product-Market Fit

A construção de um produto inovador não começa com a ideia genial, mas com a escuta ativa do mercado. Essa foi a premissa que guiou o episódio mais recente do Start Growth Talks, podcast da Start Growth e apresentado por  Marilucia Silva Pertile e Carlos Castilho, que recebeu o economista e investidor Léo Jianoti, investidor anjo na Curitiba Angels e professor da Universidade Federal do Paraná (UFPR), para um debate sobre o conceito de Product-Market Fit (PMF). 

O termo se refere ao estágio em que um produto atende de forma eficaz a uma demanda latente, gerando tração legítima e sustentável. “O Product-Market Fit é quando sua tese de problema e solução se valida na prática. A venda isolada não basta,  é preciso observar a recorrência, o ritmo de adoção e a disposição do cliente em pagar pelo valor real da solução”, explica Jianoti, que é também managing partner da Zetta Venture Capital e venture partner na Honey Island Capital.

Apenas 1 em cada 10 startups atinge o PMF

Apesar de essencial, alcançar esse ponto de maturidade é raro. Um levantamento da CB Insights mostra que 35% das startups falham por falta de demanda no mercado, ou seja, por desenvolverem soluções para problemas inexistentes ou irrelevantes. Outro estudo da Harvard Business School estima que apenas 10% das startups early stage de fato atingem o PMF antes de esgotar sua capacidade financeira.

Para evitar esse desfecho, Jianoti defende que o empreendedor deve ser mais apaixonado pelo problema do que pela solução. “Você precisa ter clareza sobre a dor que quer resolver e, depois, testar até descobrir como solucioná-la de forma viável. O sucesso é consequência desse processo”, avalia.

Na prática, o PMF se manifesta por meio de métricas específicas, que variam conforme o modelo de negócio. No caso de startups SaaS (Software as a Service), por exemplo, Jianoti cita como fundamentais o Churn Rate, que indica a retenção do cliente e é um dos melhores sinais de que o produto gera valor; o Net Promoter Score (NPS), que mede a disposição do cliente em recomendar o serviço, evidenciando satisfação; e o MRR (Receita Recorrente Mensal), que revela a escalabilidade do negócio e sua previsibilidade financeira.

“É preciso ter tração verdadeira. Não basta ter vendas impulsionadas por bônus ou marketing agressivo. Um cliente que volta, recomenda e paga de novo é a melhor validação”, destaca o investidor.

Outro ponto de destaque no episódio foi a importância da formação de equipe. Para Jianoti, o time fundador é o primeiro termômetro da capacidade de execução. “Você pode ter o melhor produto, mas sem um time resiliente, complementar e engajado com o propósito, não há negócio que sobreviva”, diz.

A cofundadora da Start Growth, Mari Pertile, complementa com uma abordagem prática: “Na época em que liderei uma equipe de 265 vendedores, percebi que o engajamento vinha quando conectávamos os sonhos pessoais dos colaboradores aos objetivos do negócio. Isso vale para qualquer startup que queira crescer com cultura sólida.”

Além disso, o economista chama atenção para o tamanho do mercado como pré-requisito. “Times excelentes atuando em mercados pequenos fracassam com frequência. A escalabilidade depende de um mercado amplo e com lacunas relevantes”, observa.

O papel do investidor e o timing ideal

Com experiência em investimentos em startups como James Delivery e Contabilizei, Jianoti afirma que o timing é um dos fatores menos mensuráveis, mas mais decisivos. “Já investimos em negócios certos na hora errada. Ou pior, deixamos de investir em soluções que, anos depois, se tornaram líderes de mercado. O timing é o vento invisível que acelera ou derruba uma startup.”

Segundo dados do relatório State of Startups 2024, elaborado pela First Round Capital, 42% dos fundadores apontam o timing como o principal motivo do sucesso de suas empresas — acima do produto, equipe ou modelo de negócio.

Para os especialistas, o Product-Market Fit não é um evento isolado, mas uma jornada contínua. “Encontrar o PMF é apenas o começo. Depois, é preciso mantê-lo, ajustá-lo e ampliá-lo. Ele pode ser perdido a qualquer momento se o mercado mudar e o produto não acompanhar”, alerta Mari.

O episódio também trouxe uma série de reflexões sobre cultura organizacional, liderança com propósito e a importância de conversar com os clientes constantemente. “Grandes negócios nascem da escuta. Empreendedor que não conversa com o cliente está inventando para si mesmo, não para o mercado”, finaliza Carlos.

Demand for business continuity management grows with cyber crisis and new regulatory pressure

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Demand for business continuity management grows with cyber crisis and new regulatory pressure

In recent months, Brazilian companies have intensified their demand for specialized services in business continuity management (GCN). This significant increase is a direct reflection of the exponential growth of cyber attacks in the country, especially ransomware, and the increasing rigor of the inspection promoted by the National Data Protection Authority (ANPD).

In 2024 alone, Brazil recorded more than 700 million cyber attacks, indicating about 1,400 incidents per minute.This alarming scenario pressures organizations to seek more robust strategies to ensure operational continuity in the face of increasingly frequent threats and crises.

The rise in ransomware attacks, in particular, has brought to light one of the greatest risks faced by companies today. In this criminal modality, corporate systems are invaded and their data encrypted, leading to total or partial interruption of operations until the payment of ransom. In addition to direct financial damage, there are significant indirect and intangible losses, such as the deterioration of the trust of customers and business partners. It is estimated that incidents of this type have caused billionaire losses to the Brazilian market only in the last year, driving business decision-makers to reevaluate their positions in the face of operational risk.

In parallel, the ANPD intensified its enforcement actions throughout 2024 and early 2025, mainly related to compliance with the General Data Protection Law (LGPD). Companies have faced severe sanctions for not having adequate security mechanisms and operational continuity, especially in the face of the finding of vulnerabilities that expose personal data. This rigorous posture, before more flexible, now demands from Brazilian organizations a structured and coherent approach in the management of incidents and crises, raising the strategic importance of the GCN.

GCN as a preventive tool

In this context, the importance of business continuity management grows, not only as a reactive measure, but mainly as an essential preventive tool. A well-implemented NCM allows companies to recover quickly from incidents, minimizing financial damage and preserving their reputation with the market. This is an integrated corporate practice that identifies, evaluates and prepares organizations to respond effectively to any critical interruption in operations, ensuring the shortest possible time of unavailability.

Implementing an effective NCG strategy begins with a thorough risk analysis, in which the critical processes of the organization and the potential impact in case of interruption are clearly identified. This first step determines which operations need to be prioritized in a crisis situation. Subsequently, the continuity plan is elaborated, which details clear and specific procedures to be adopted during disruptive events, allowing quick and coordinated responses.

The next step, and perhaps one of the most underestimated by companies, is frequent training and practical simulations. Many continuity plans fail not because of technical failures, but because of the lack of familiarity of teams with the procedures provided. Therefore, it is essential that all involved are continuously prepared to act as planned, ensuring that protocols are executed fluidly and effectively when really necessary.

Another aspect that reinforces the relevance of GCN are the specific regulations that are increasingly being demanded by the market and regulatory bodies, such as ISO 22301, an international standard that establishes detailed requirements for business continuity management systems. Companies aligned with these standards can not only mitigate internal risks, but also gain greater confidence with business partners, investors and customers, strengthening their position in the market.

Specialized consulting firms play a central role in the successful implementation of GCN, bringing technical expertise and strategic vision to the planning and execution of these initiatives.These firms support organizations from initial risk assessment to the development of customized plans and specific training, ensuring that the solutions adopted are aligned with international best practices and local regulatory requirements.

The conclusion is clear: the increase in demand for business continuity management services is an unequivocal indicator that Brazilian companies are maturing in relation to the perception of operational and cyber risks. This scenario demands a strategic, integrated and continuous response from organizations, which need to be prepared not only to respond quickly to incidents, but to ensure the sustainability of operations in the long term. Investing in a solid business continuity strategy is to protect the present and ensure the future of organizations in the face of the inevitable uncertainties and threats that the contemporary corporate environment presents.

By Sylvio Sobreira Vieira, CEO & Head Consulting of SVX Consultoria

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