Every week, Tuesday to Friday.

You do not need more motivation. You need to stop postponing decisions that are already clear.

Entrepreneurs do not stop growing for lack of effort. They stop moving forward when they turn clarity into postponement.

The problem has already been identified. What remains open is the decision.

And that has a price:
• Cash absorbing errors that could already have been eliminated
• Margin squeezed by choices nobody revisited
• Growth sustaining distortions that weaken the business in the medium term

This is not a lack of capability. It is tolerance for what should already have been corrected.

At a certain level, entrepreneurship changes. It is no longer about learning. It is about deciding, precisely, what you already know.

The question is not what you still need to understand. It is what you have already understood, and keep postponing.

A postponed decision is not neutrality. It is accumulated cost.

If this hit you, you already know where the point is.

The cost has already started.

One month of war in Iran. The World Economic Forum has already brought the chief economists of Trafigura, Standard Chartered, FAO and Allianz to the same table to discuss what is coming.

The topic was not geopolitics. It was a commodity collapse, global food pressure and the realignment of energy routes, all at once.

When FAO and Allianz are in the same room with urgency, the signal is not of a passing crisis.

The world faces one of the most severe energy and commodity shocks in decades. And most companies are still operating on 2023 assumptions.

That is the real problem. Not the war. The lag between what is happening and what is being modeled in decision rooms.

You do not choose to become a Board Member.
You are placed in that position when someone decides to truly grow.

I was there at the beginning of clapesme.
I helped organize what was still only intention.
I supported Robinson Felix in decisions that had no name yet, only risk.

And that is where most people get it wrong:
They think the Board is about giving opinions.
It is not.

It is about sustaining decisions when there is no validation yet.

Today, seeing Robinson soar is no surprise.
It is the consequence of someone who had the courage to decide before being ready.

I am proud to have been "forced" into that place.
Because that is where the game changes, not on stage, but in the building.

If you still treat the Board as conversation, you are missing the point.
A real Board is where hard decisions stop being postponed.

Congratulations, my friend.
This is only the beginning, and I intend to be in the front row when your biggest dream becomes inevitable.

Brazil could become a global data center hub.

And most will watch it happen.

Because it is not a lack of opportunity.

It is an inability to decide.

Everyone already understands the movement:
AI growing
demand for processing exploding
energy as the critical factor

But almost nobody is prepared to decide:
• where to really invest
• how to secure energy with predictability
• how to scale without destroying margin
• how to structure operations to support it

The market does not reward those who understand.

It rewards those who decide first.

And whoever decides wrong pays dearly.

If you are watching this movement and have not yet structured how to enter, you are already late.

You do not have a growth problem.

You have a decision problem.

The company grows, opens a channel, increases the team...
and margin starts to disappear.

It is not the market.
It is not the team.

It is the lack of criteria.

Growth without direction does not scale.
It disorganizes.

If you cannot explain clearly:
• where you are making money
• where you are losing it
• and what should stop

You are not growing.
You are accumulating problems.

If you want to structure this before it becomes a crisis, let's talk.

This year, it is crucial that every business owner, small, medium or large, focuses their efforts on getting the basics executed with excellence.

An approach focused on the essential may be the key to navigating the challenges and securing the soundness of the business.

What do you consider the "basics" that need to be perfected?

Honestly, the decision to launch a business all at once or with caution depends entirely on the nature of the business.

In my case, when I opened the repair shop, the innovation was not in the concept itself (a shopping mall repair shop), but in the cost reduction strategy. I managed to replicate the revenue of a street repair shop with 50% less expenses.

The key was understanding what could be optimized to generate savings.

This year is one of chaos, and innovation may seem distant.

Although there are countless opportunities, there is no point chasing the "new" if the foundations are disorganized. What is the point of expanding a business if accounting and taxes are wrong? The basics need to be done right.

Growing a business tenfold can lead to ruin if the fundamentals fail. Think outside the box, but do not abandon the structure that holds it up.

Do you feel the pace of technological innovation and market change is too fast?

To help leaders and professionals navigate the complexity of today's landscape, McKinsey & Company gathered its experts in the McKinsey Explainers series, with direct answers on the topics shaping the future of business.

Here are four critical trends to follow now:

1. Agentic AI: we are going beyond chat. The new frontier of AI involves machines that do not only converse but act, redesigning workflows and the collaboration between people and technology.

2. Sovereign AI: control over AI infrastructure has become a strategic priority. Countries and companies seek autonomy over their data and technologies to ensure security and competitiveness.

3. The Brain Economy: brain health and cognitive skills are now seen as fundamental pillars for growth, resilience and the future of work.

4. Health Span: with an aging population, the focus has shifted from just living longer to living better. Improving health across a lifetime has become a social and economic priority.

Whether exploring the future of mobility, the challenges of sustainability or new models of leadership, understanding these concepts is the first step in turning challenges into strategic opportunities.

Which of these trends do you believe will have the greatest impact on your industry this year?

A car service shop inside a mall may not look innovative in itself, but the real innovation is in cost reduction.

Operating in a mall, running costs can be drastically lower than in a street shop. That comes from not needing restrooms, waiting areas, internet for customers or a private parking lot, plus the security the mall already provides.

These factors, which may look small one by one, add up to significant savings and hit profitability directly.

The tax reform has already started.

But few leaders have understood the size of the transformation ahead.

On Friday, March 13, 2026, I took part in the Ponto de Encontro of IBGC, the Brazilian Institute of Corporate Governance, an extremely rich space for exchange among professionals who live governance in practice.

During the meeting we discussed, based on EY's presentation, something that goes far beyond changes in tax rates.

We are talking about a structural change in Brazil's taxation model.

The current system, with multiple taxes such as PIS, Cofins, ICMS and ISS, is moving toward a dual VAT model, based mainly on CBS (federal) and IBS (state and municipal), with a simpler taxation logic based on where the transaction ends.

In theory, this promises:

• tax simplification
• a lower cost of doing business in Brazil
• fewer tax disputes
• more transparency in how prices are formed

But in practice, the strategic challenges are enormous.

Among the points that generated the most debate at the meeting:

• Companies will have to live with two tax systems at the same time until 2032.
• Logistics chains and corporate structures may need to be redesigned.
• Long-term contracts may need to be renegotiated to avoid economic and financial imbalance.
• Pricing models and margins will have to be recalculated in several sectors.

In other words:

The tax reform is not just a tax topic.

It is a strategic topic.

It affects decisions on:
• expansion
• supply chain
• pricing
• M&A
• governance
• long-term planning

I thank IBGC for the space for reflection and, in particular, Rafaella Reysla Vilela, for the excellent facilitation and dynamics of the meeting.

These spaces of exchange show something important:

Governance is not just structure.
It is collective intelligence applied to the big decisions.

Now I want to hear from those on the front line of companies:

Has your organization started preparing strategically for the tax reform?

True innovation is not just applying pre-existing methods like Toyota, ABC or D. Calling any use of a methodology innovation is a mistake.

Genuine innovation comes from the need to solve a specific pain or a particular problem with something built to measure. It is not a cake recipe, but the creation of something truly new for a unique context.

What is your view on what defines innovation?