Some mandates

Mandates run by the executives who make up the network — including before it had a name. Clients are not named, out of discretion; the mechanics and the numbers are real.

Venture capital fund

5 months · Fractional CTO

Context: It needed AI in the daily work of every area without giving up sovereignty over its own data, and without betting blind on a single vendor.
Mandate: Define the stack and the architecture, run the market evaluation and bring the board a decision it could stand behind.
What was done: Process review with each area and a future-state design signed off by the managers. Proofs of concept with the main vendors and a build-versus-buy analysis carrying total cost for the first year and the ones after. A layered architecture — pluggable, with no vendor lock-in — with private AI governance, zero retention and LGPD compliance from day one. And a six-month roadmap with parallel build and buy paths, backed by an interactive model that simulates the cost of each combination of choices.
What changed: The board started deciding with numbers on the table, not a vendor deck. And the design stayed pluggable: changing provider stopped being a fresh start.

Insurer, agribusiness

5 months · AI and geointelligence

Context: Risk acceptance in crop insurance depended on a field inspection and on information declared by the insured party itself.
Mandate: Build an agribusiness intelligence hub to support underwriting and risk analysis.
What was done: Satellite imagery processing to infer crop productivity from climate variables, NDVI and other spectral indices. Automatic detection of environmental and social impediments — overlap with protected areas, indigenous land and embargoes. Reconstruction of each area's land-use history: predominant crop, vegetation and how it changed over time. Algorithmic soil classification, extrapolated from real measurement points. And a decision engine that reads the data from both the agronomic and the legal angle, highlights the critical points and recommends acceptance terms.
What changed: Risk assessment without depending on a field inspection. Legal and reputational impediments identified before signing, not after a claim. And underwriting that is faster and more consistent between analysts.

Investment manager, litigation assets

8 months · CTO as a Service

Context: Origination depended on reading court cases by hand — days of work to find what was worth pursuing.
Mandate: Restructure the technology function and build the proprietary generative AI the investment thesis required.
What was done: A platform that reads and structures court cases at scale, turning thousands of unstructured documents into usable data. On top of it, a semantic search engine that analyses the substance of rulings and filings and identifies cases with high potential for acquiring receivables. An in-house CRM wired into the engine, with a prospecting cadence running from discovery of the case to the commercial approach. And a redesign of the technology function: governance, team building and a transformation roadmap.
What changed: Screening that took days now takes minutes. The origination funnel gained predictability and governance, and the team became able to run the operation without depending on third parties.

Real-time data management software

Fractional CRO

Context: The commercial operation was growing without a plan: no structured go-to-market strategy, focus scattered across segments, and a forecast nobody could bet on.
Mandate: Build the sales plan with its go-to-market actions, reorganise the commercial function and give the funnel criteria and governance.
What was done: A strategic sales plan built together with marketing, with go-to-market actions defined by segment. The commercial structure reorganised into territories and account types, with a Target Account Plan for the priority accounts. A CRM process designed to run the sales cycle end to end. And coaching for the team in consultative selling, with the MEDDIC methodology, objective qualification criteria and weekly funnel governance.
What changed: 103% of the licence sales plan and 15% more in recurring services. Three out of four salespeople beat their individual target, and forecast accuracy rose from 45% to 75%.

Some mandates

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