Who can benefit from working with me
Individual mentoring makes sense when you run an operating business and want to discuss a decision with someone who understands building, selling and delivering. We can examine commercial difficulties, growth, organisation or technology. The starting point is the actual context of your company and your capacity to carry out the work.
If you are looking for a business mentor, start with the decision you need to make and the information available. You might run a service business that depends too heavily on you, sell training with irregular demand, or lead a team that has grown without clear processes. Each situation calls for different questions. Before choosing a tool or campaign, we need to understand the difficulty and what solving it would change.
It also matters to understand what already works. If customers arrive through recommendations and remain satisfied, there is a foundation to preserve. The analysis should help distinguish what deserves continuity, what needs correction, and what consumes resources without contributing to the objective you have chosen for the business.
What we can work on during mentoring
We can discuss your offer, customer acquisition, sales process, margins and the organisation of delivery. These subjects affect one another and need to be considered together. A growth decision should account for demand, the resources available and the additional work it will create for you and the people around you.
If enquiries arrive but few proposals are accepted, we can explore how you present the service, who is asking for information and what happens after the quotation. If sales are strong but the team is overloaded, the priority may concern project scope, revisions or the handover of work between people.
The guide to growing a service business develops these relationships. In mentoring, the point is to apply them to your situation: choose the relevant question, identify missing information and decide on a change you can observe. Opening too many fronts at once makes it harder to understand which change had an effect.
The experience I bring to the discussion
I have worked in digital business since 2012, generated €6 million in revenue through my own businesses and served more than 30,000 customers across my career. That experience informs how I discuss offers, sales and execution. These figures relate to my businesses, involving different activities and contexts over time.
My work spans SpartAds, Laboratório da IA, training and sharing knowledge. Building an offer requires decisions about the customer, delivery and how to sell it. Teaching requires explaining those decisions clearly and understanding where people encounter difficulties when applying them to their own work and circumstances.
In 2021, I asked customers what they needed. I expected requests for more courses and found demand for mentoring. That lesson concerned an earlier offer and continues to remind me to listen before producing. You can explore the projects and their context on my businesses, decisions and results.
How to prepare the context of your business
To prepare for a mentoring discussion, bring a description of your offer, the customers you serve, how enquiries arrive and the decision ahead of you. Add what you have already tried and observed. Concrete information helps us discuss alternatives without relying only on your impression of the most recent days.
One page showing the sales journey may be more useful than a long presentation. Record where opportunities came from, how many progressed, which questions arose and how much work the accepted projects require. Where figures are unavailable, identify the gap so that we can separate observations, estimates and questions that remain open.
Prepare examples for sharing without unnecessary personal data or confidential information belonging to others. A proposal can show its structure without naming the customer. A process can show stages and responsibilities without exposing credentials. The aim is to understand how the business works, with enough context to examine the decision properly.
How to turn the discussion into useful work
A mentoring decision becomes useful when you can translate it into an action, assign responsibility and observe what happened. Define the change, the reason for it and how you will assess it. Execution remains your responsibility; the discussion helps you review your reasoning and interpret the signals the business provides.
Imagine a service company receiving many enquiries outside its intended customer profile. One possible experiment would be to clarify which projects it accepts and revise the initial questions. The outcome to observe would include the suitability of enquiries and time spent qualifying them, alongside the total number of contacts received.
This is an illustrative example, not a customer result. The actual experiment depends on your problem, resources and available time. We may also conclude that more information is needed before acting. In that case, collecting examples or speaking with customers may be the next useful task before changing the process itself.
Where artificial intelligence and automation fit
AI and automation enter mentoring when they can help address an identified business need. We can assess repetitive tasks, information preparation, sales follow-up or support for the team. The choice considers the required quality, available data and who will take responsibility for reviewing and maintaining the solution after it is introduced.
If a process still changes on every project, documenting it may be more useful than automating it. If the team already understands the rules and repeats the same work, a first application with clear limits may make sense. Costs include configuration, usage, checking the output and handling exceptions as they occur.
The AI guide for business owners develops these decision criteria. If you want to commission implementation, AI consulting for businesses explains that separate route. Mentoring can help you discuss what to request from a technical team and how to assess whether a proposal addresses the work you need to improve.
Individual mentoring and Laboratório da IA
Individual mentoring centres the discussion on your business and the decisions you bring for review. Laboratório da IA provides a learning and sharing environment where I lead two mentoring sessions each month and review students' projects. The choice depends on the kind of attention and the work you want to develop.
If you want to learn from other people's questions, try tools and follow practical applications of AI, explore Laboratório da IA. If you want to discuss your own offer, priorities and specific management difficulties, individual mentoring is the route to explore. The Lab's schedule does not describe the terms of individual mentoring.
To ask about individual mentoring using the form, introduce your business, the decision you want to work on and what you have already tried. That context helps establish whether the request fits and opens a discussion about availability, format and terms. A short description and your website address are enough to start that conversation.