Training in AI, automation and business.

How to choose between Laboratório da IA, standalone courses, AdSummit and corporate training

The right format depends on how urgent execution is, the level of follow-up you need and how your organization is structured. The AI Lab suits people who want ongoing biweekly mentorship, the annual events give a broader view of the market, and corporate training solves specific technical difficulties inside internal teams.

If you want ongoing guidance and project reviews, explore Laboratório da IA. I run two mentoring sessions per month on online business and AI and review students’ projects. You can bring a business question, a decision you need to make or something you are building. The aim is to use that discussion to move your own work forward.

Occasional training focuses on a specific subject, such as Claude Code na Prática. Each edition has its own programme, dates and conditions, which you should check on its page before enrolling. A course appearing in the catalogue does not mean it is permanently available. Choose it when its subject addresses a concrete need in your work.

AdSummit is my annual event, with registration open throughout the year, including for the following edition. It offers another way to explore marketing, business and technology and meet people working in these areas. Check the event page to confirm the programme, which edition the registration covers and the available conditions.

For organizations with marketing, sales or operations teams already in place, corporate training is adjusted case by case. My commercial team first assesses the goals, the technical level of the employees and the operational difficulties before presenting any proposal. There are no fixed catalog prices or standardized durations, because the content varies a lot between a prospecting team that wants to integrate intelligent tools and a department that wants to understand how to use AI in business beyond chatbot questions.

How to apply what you learn at work

The method is built on designing applicable systems and testing them in your real work environment, without purely academic exercises. The focus is on building solutions that save manual hours and support real sales, knowing that good planning reduces rework but doesn't eliminate every mistake that will come up along the way.

In the training sessions and mentorships, the process starts with a diagnosis of the existing workflow. Before introducing automation or artificial intelligence, we try to identify where the operation is losing time or wasting contacts. Learning to code or configure systems without a clear business purpose tends to be time badly spent, both for you and your team.

Pick a process and write down what should happen, what information it receives, and how you're going to verify the result. If you want to build an application, start with the article on how to plan an application with Claude Code before starting to program. Take that plan to your project and record the doubts that come up as you test it.

At Laboratório da IA, I review projects and discuss the decisions students are working through. These may concern sales, the organization of a process or using a tool. To make good use of mentoring, bring a concrete question, the necessary context and what you have already tried. That lets us focus the discussion on where you need help.

What I expect from a mentoring conversation

In a mentoring session, I want to help you think more clearly about what you are doing and choose the next step. I described that role in my 2022 book: asking useful questions, providing context and creating conditions for learning. You carry out the work, and what you bring back informs the next conversation.

In 2021, I asked my students what they were missing. I expected requests for more courses and discovered demand for closer support. That experience, which I describe in the book, helped me see the value of discussing a decision while a project is underway. I carry that lesson into Laboratório da IA.

You might arrive with a working automation and still have an important question: who will use it, which mistake is most costly or how will you know whether it was worthwhile? Showing the result helps, but I also want to hear your reasoning. If AI wrote the code, explain which behaviour you requested and what you have already checked.

Other members contribute perspectives from their own businesses. A question from someone in a different sector can expose an assumption you had never examined. In the book, I describe learning to value that contribution from groups. It is why I like discussing concrete projects: there is work to examine, choices to compare and learning that several people can use.

The AI and business mentoring page explains how to prepare a question and apply what was discussed. For experiences from people who learned with me at earlier stages, read the testimonials from previous courses.

Connecting ads with the team’s work

Business traction tends to show up when qualified traffic meets a process that doesn't lose sales opportunities along the way. Technology and artificial intelligence on their own rarely justify the investment; they need to be connected to demand generation and commercial closing to make sense in the day-to-day of the business.

Over more than a decade working with the internet and marketing, including the work done through SpartAds and my training programs, I've seen that the best operational results tend to come from alignment between teams, not from an isolated tool. Teaching the sales team to use intelligent assistants for screening only makes a difference if you also know how to build a lead funnel that the sales team can actually work with, with complete and consistent data.

A hypothetical example helps illustrate this: imagine a company that receives two hundred contacts a week through ads, but whose sales team can only handle fifty with quality. In that scenario, designing automatic filters that prioritize the most qualified contacts could avoid wasted time, but it requires the team to be ready to work that flow, not just install a new tool. Structuring that handoff matters for anyone who wants to learn how to turn more leads into clients in a service business, without assuming that a bigger volume of contacts solves the sales problem by itself.

Profitability deserves attention when you decide to adopt a tool. Record execution and review time, usage costs and errors that still occur. Those figures help you assess whether the change is useful. Better organization can also be worthwhile, even when you cannot yet connect it to additional sales.

Talks, corporate training and criteria for engagement

I accept invitations for talks, internal corporate training sessions and participation in podcasts or interviews. Each request is reviewed by my commercial team to understand the format, the audience and the technical fit before we move forward with any proposal on dates or fees.

When I get a request to speak at a company or corporate event, the priority is understanding what concrete problem the organization wants to solve. A technical session on AI applied to operations requires different preparation from a more general talk on digital transformation at an industry conference. That's why we don't publish fixed prices or predefined durations on the site.

The sales team gathers context about the request and checks availability. It helps us to know who will be taking part, what knowledge they already have and what questions they want clarified. With that information we can discuss the format and prepare a proposal, rather than choosing a program before understanding the need.

If you want to bring this practical approach to your team or to your conference stage, the next step is to get in touch through our official channels. The team will follow up to define the format of engagement that best fits what you need.

In class #147, when I discussed investing in learning, I returned to a difficulty I often see: taking another course while leaving the previous one unapplied. I also invest in learning and need to set aside time to work on what I take from those experiences.

Before enrolling, choose something you want to do better. It might be organising a sales process, building a small tool or understanding a campaign’s numbers. Bring that question and leave time in your schedule to experiment. When you return with a concrete difficulty, the mentoring conversation can start from what you have already done.