The context behind my results
The €6 million in revenue comes from my own businesses, while the more than 30,000 customers relate to my entrepreneurial career. These figures cover activities developed over time. Understanding what they represent also means looking at the offers, delivery arrangements and decisions made in each of those different business contexts.
Revenue tells part of a business story. We also need to understand costs, delivery work and continuing demand to assess how the business functions. When discussing growth, I try to connect the sale with the capacity to fulfil the promise and what remains after carrying out the work for the customer.
That is the experience I bring to individual business mentoring. The figures provide context; the criteria and examples show how I think. Every company operates under its own conditions, so a useful decision needs to be discussed using the information, resources and objectives of the person who will carry it out.
The €6 million in cumulative revenue comes from my own businesses: SpartAds services, Programa de Aceleração Digital, Prolancer, AdSummit, Laboratório da IA, mentoring, talks and other courses and information products sold over the years. Services, operations and hands-on implementation still account for the largest share. We earn more from doing the work than from teaching it.
SpartAds: growth, services and execution
SpartAds represents an important part of my business activity, combining growth through the internet with an area dedicated to AI and automation. Working across strategy and execution requires connecting the offer to the company's processes. Attracting attention, following opportunities and delivering the service are all parts of the same customer journey.
In a service business, a commercial proposal shapes the work that reaches the team. When the scope is unclear, the problem resurfaces in revisions, deadlines and communication with the customer. Growth requires considering these consequences alongside the number of incoming enquiries and the sales the company has completed.
SpartAds presents its growth services, while SpartAds AI presents its AI and automation work. On this site I explain the reasoning that connects these areas, including how to grow a service business. The appropriate destination depends on the work a company wants to commission and the support it needs.
The starting point was service work I was already selling and delivering. In 2019, the decision to establish the agency was based on existing clients and revenue: I invested in premises, equipment and the first employee. The result was a move from individual work to a team operation, now SpartAds. The lesson was to connect each new sale with delivery capacity and the cost of doing the work.
Laboratório da IA: learning through projects
At Laboratório da IA I lead two mentoring sessions each month and review students' projects, bringing together business, tools and execution. The value of the discussion depends on the context each person brings and the work they can develop afterwards. A concrete question makes it possible to examine alternatives, consequences and verification.
One person may bring an application, another may want to organise an automation, and another may need to reconsider an offer. Technology appears within a particular need. We want to understand who will use the solution, which task it improves and what happens when information is incomplete or an exception arises.
Laboratório da IA has its own page explaining its current purpose. Individual business mentoring is a different format, focused on one company's situation. Making this distinction helps visitors choose between learning in a shared environment, discussing individual decisions, or looking for a team to implement a solution for them.
Training and learning to listen before producing
Training has been part of my career and has led me to explore the relationship between teaching, application and support. In 2021, customer research revealed demand for mentoring when I expected requests for more courses. That experience showed the importance of understanding the customer's difficulty before selecting the format of an offer.
A larger content library can look like an obvious improvement to the person producing it. Someone who already has information but cannot move forward may need something else: a question answered, a review of their work, or help choosing the next step. An offer's usefulness depends on that need and the circumstances of its use.
I develop these decisions in the guide to online training businesses. Earlier experience helps formulate better questions, but every new offer requires listening and execution. The current training catalogue distinguishes available programmes from historical activities, so that a past experience is not confused with a programme currently accepting registrations.
That research led to Prolancer, a programme that has since ended. I started with the idea of producing more courses; the responses led me to develop a mentoring offer. The documented outcome is that change in the product, not a growth percentage attributed to the questionnaire. I learned to listen to what people needed before deciding what I wanted to sell them.
An idea I decided not to build
When exploring an application for laundries, I used the Lean Canvas to organise the idea and eventually abandoned the project. Planning made the business questions clearer before investing in development. That experience continues to inform how I assess ideas, tools and commitments to execution in my work today and in discussions with others.
A proposal can seem attractive while described in general terms. Once we try to explain who pays, which problem it solves and how it reaches customers, decisions that have not yet been made become visible. Working through those questions helps decide whether to continue, collect information or release resources for another opportunity.
AI support makes building an initial application easier today, but that convenience does not establish demand. A demonstration helps explore a hypothesis; real use reveals different difficulties. I am interested in connecting the ability to build with an understanding of the person who will use the result and pay for it.
In this case, the outcome was a decision not to proceed. I organised the assumptions in a Lean Canvas, examined how the business would work and stopped investing in the development I had in mind. I do not present this as a launched company or a sales success: it was a decision about my time and resources, made before building.
Sharing knowledge, writing and speaking
I share knowledge through Sextas Ímpares, training, my book and events, including AdSummit. I have taken part in more than 50 events as a speaker. These activities let me explain decisions to different audiences and receive questions that reveal where an idea needs greater clarity or a more concrete example.
In the book I wrote in 2022, I already discussed automation's role in freeing time for strategy, analysis and conversion. Tools have changed, and current applications need their own assessment. The continuing question concerns which work improves and how the team uses the time that becomes available in its daily operations.
Speaking on stage also developed through practice. There was discomfort and limited experience at the beginning, and continuing to speak helped improve my communication. The Media Kit brings together biographies, photographs and references for organisers. Professional invitations let you introduce the audience and subject you would like to discuss at an event or training session.
How I use this experience in decisions today
I use experience from my businesses to ask better questions, identify relationships between decisions and assess the work needed to execute them. Offers, acquisition, margins, teams and technology need to be considered together. The starting point remains the specific situation, including available resources and the information we do not yet have.
When a company wants to automate, I want to understand the process and its exceptions. When it wants more sales, its offer and delivery capacity matter. When it wants to launch another activity, it is worth discussing the space that activity will occupy and what must be postponed to build it with sufficient attention.
You can explore AI for business owners, learn about individual mentoring, or read my professional background. Each route addresses a different need. If you want to work with me, start by explaining the business, the decision in front of you and the kind of participation you are looking for.