Will people still wear perfume in 10 years? Will they still walk into pharmacies?

An emerging tech radar across a $6B retail roadmap.

Grupo Boticário · Emerging Tech Radar & Governance

The innovation lab was running disconnected experiments while the company's $6B digital roadmap moved without a shared view of emerging technology.

Working with the lab and 50 internal experts across the business, we built a backcasting framework with three horizons (Tactical 1-2y, Strategic 3-5y, Transformational 5+y) and a 60-card radar covering five functions. We connected the radar to the company's annual five-year planning forums, embedding it inside the decisions that set the long-term roadmap.

The lab moved from experimentation overhead to strategy and intelligence function for the CIO and 300+ digital product leaders.

The radar fed two flagship strategic documents: Beleza Ampliada, the company's playbook for new categories and channels, and Future of Beauty, the single source of truth on megatrends across the business. Both now circulate at C-level and Board. NPS 100 from product leadership, CSAT 4.7/5.0 from C-level.

Decoding a misunderstood audience.

Grupo Boticário · Gamer consumer strategy

Boticário had built itself over nearly 50 years on big TV commercials and telenovelas. The younger audience it needed had moved off broadcast TV, and its attention now lived in games. The brand had to go where it was. I designed a multi-method research program (netnography, ethnographic observation, qualitative depth interviews, and a quantitative survey of 1,000+ players) to understand the Brazilian gaming landscape from first principles.

The research showed four distinct gamer tribes with very different motivations, behaviors, and beauty product needs. It also showed an uncomfortable truth: the majority of gamers in Brazil were women, but women were almost absent from competitive scenes due to chat toxicity. That insight shifted the brand's stance from category entry to category-shaping action.

Selling cigarettes contactless, when nobody wanted to talk to a clerk.

Philip Morris International · Cigarette portfolio, Brazil

The pandemic shut down the in-store consumer journey for the cigarette portfolio.

Working with the consumer journey and innovation teams, we found a specific pattern under lockdown: consumers were embarrassed to ask the clerk for cigarettes every day. Touchless purchase became the pain to solve.

We wanted to test an emerging channel for it: autonomous, unmanned stores. Selling an age-restricted product with no clerk in the room only works if the store can verify the buyer's age on its own, so age verification was where we had to de-risk the format.

Vending machines proved the demand. The format we backed solved the same need with zero capex and automated age control: autonomous condominium stores, an asset-light model just emerging in Brazil at the time. That cut the launch risk and opened a new revenue stream for the company in record time.

We validated it with retail-tech startups, then handed the program to the key accounts team. It later grew to 2,000+ stores across Brazil, and the startups we backed went from emerging to dominant retail-tech players in the country.