Far from being a futuristic concept or a distant bet, Artificial Intelligence (AI) is at the center of the deepest transformations shaping the present and future of business. Faced with this new reality, boards of directors need to take on a leading role, repositioning themselves not only as guardians of governance but as true catalysts of digital transformation.
In large global companies, AI has ceased to be a mere operational tool and has come to be recognized as a strategic asset. However, the Brazilian scenario is still a long way from this reality. According to IBGC data, only 20% of boards discuss AI regularly, while almost half are still in the exploratory phase.
The problem is not trivial. Security-related issues, board members' low familiarity with technology, regulatory hurdles, conflicting strategic priorities and the shortage of talent are barriers that compromise companies' ability to incorporate AI ethically, safely and efficiently. Ignoring these issues means not only losing competitiveness but putting the future sustainability of the business at risk.
In this context, boards need to restructure themselves. And that change begins with a review of their own composition. It is urgent to include more diverse and technically prepared profiles, with experience in data, innovation, cybersecurity and technology ethics. This is not about turning board members into technical specialists, but about ensuring that the board as a whole has enough repertoire to ask relevant questions, understand complex risks and make well-founded strategic decisions.
In addition, it is necessary to create technology committees, that is, specialized structures that work on a permanent basis to monitor the impacts of AI. These committees should follow trends, guide investments and oversee ethical and regulatory risks, ensuring that technological innovation is always aligned with the organization's values and objectives.
Brazil still has time to reposition itself, but that time is short. The competitiveness of Brazilian companies also depends on the digital maturity of their leaders.
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Founding partner of Soul, with 25 years of experience in Executive Search built at major national and international firms in the sector.
Extensive experience leading C-Level and Board Member selection processes in national and multinational companies, as well as Corporate Governance projects in family businesses.
Experience as a Coach, conducting Coaching processes at the executive level.
Served as a Board Member of Hospital Samaritano for 2 terms, Board Member of Clube de Campo de São Paulo and Member of the Nomination Committee of Umane.
Psychologist, with an MBA from FGV – EAESP
Coaching Certification from Ericksson College
Training in Neurocoaching and Neuroleadership - Brain Based Coaching Certificate, grounded in Neuroscience, from the NLI (NeuroLeadership Institute)
Board Member Training, from IBGC
