Hozana Jannuzzi

iFood Enters Brazil's MVNO Market Brazil’s leading food delivery platform, iFood, has officially entered the mobile market by launching its own branded mobile service in partnership with the mobile virtual network aggregator (#MVNA) and enabler (#MVNE) Surf Telecom. The initiative highlights the growing role of Mobile Virtual Network Operators (#MVNO) in creating customized solutions for specific segments — in this case, the 600,000 delivery workers who power iFood’s logistics network. The service, branded as the iFood SIM, will be available both as a physical SIM card and as an eSIM. It has been tailored to the daily connectivity needs of couriers, offering data packages with unlimited access to key applications such as WhatsApp, Waze, and the iFood app itself. By exempting work-related usage from data limits, the platform aims to reduce costs for delivery professionals, who depend heavily on mobile internet to complete their routes. The launch is structured in phases. Initially, iFood’s Super Diamond couriers will receive free access to a 20GB plan. Next month, workers in the Gold category will be able to subscribe for R$25 (about USD $5) per month, receiving 15GB data with the same app-based perks. By November, the plan will be extended to all active couriers on the platform. For Surf Telecom, which operates as an MVNA, MVNE, MVNO and MNO, the partnership represents an expansion of its role in Brazil’s mobile ecosystem. The company is leveraging its own spectrum assets in São Paulo and Rio de Janeiro, while also relying on the nationwide infrastructure of TIM, one of Brazil’s largest mobile operators. The iFood SIM will be supported on both 4G and 5G. According to Surf Telecom CEO Yon Moreira, the partnership has been in development for more than a year and is now set to become one of the operator’s flagship projects. “We expect to reach the vast majority of delivery workers in a short period of time,” he said in an interview with Teletime. “We are treating iFood as a partner of the first magnitude. The last thing a delivery worker wants is to worry about their phone. We will ensure connectivity works seamlessly.” For iFood, the initiative strengthens its benefits package for couriers, while also locking in loyalty through an essential service. This move by iFood is not unprecedented in the Brazilian market. In fact, it follows a similar playbook successfully established by its competitor, Uber, which also runs an MVNO specifically for its own gig workers in the country. Uber launched its MVNO, branded as Uber SIM (or Uber Chip), in partnership with the very same MVNA/MVNE, Surf Telecom, back in January 2021. https://lnkd.in/gBPue4Zr

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Pra todo mundo que está num conselho, tem um conselho, pensa em estar em um conselho e/ou ter um. Escrevi o paper abaixo depois de 25 anos em Conselhos, levando em conta não só os Conselhos, mas a GOVERNANÇA dos negócios como um todo, em tempos de turbulência tecnológica e de modelos de negócios. /// When Oversight Overreaches: Corporate Governance as an Anti-Evolutionary Force in Technologically Turbulent Markets ABSTRACT This paper advances a deliberately provocative thesis: in technologically turbulent markets, the modal effect of boards, compliance, and auditing is to reduce the expected survival time of firms. This is not because stewardship is undesirable, but because legacy oversight architectures, designed for an era of industrial stability, systematically mis-specify risk and slow adaptation precisely when speed and strategic recomposition determine organizational survival. We argue that the contemporary strategic landscape is no longer defined by mere turbulence but by the arrival of "Red Swans": systemic, paradigm-shifting ruptures that shatter the very frameworks of prediction and explanation. In this new reality, conventional governance is not merely outdated but ontologically unfit for the challenges of a hyperconnected, AI-accelerated world. Drawing on a synthesis of established theories, including organizational inertia (Hannan and Freeman, 1984), path dependence (Sydow et al., 2009), and the audit expectation gap (Quick, 2020), we demonstrate how the pillars of legacy governance form a self-reinforcing "iron triangle" of inertia. This system locks firms into outdated strategic paradigms through path-dependent boards that act as "museums of best practices," compliance regimes that codify inertia into rigid routines, and firm audit practices that provide a ritualized and dangerously misleading assurance. The argument is not nihilistic. As a constructive alternative, we propose a framework for adaptive governance grounded in the theoretical foundations of paraconsistent strategy (Meira, 2024p). This approach rejects the classical management pursuit of coherence, arguing instead that the capacity to manage, rather than eliminate, strategic contradiction is the primary source of resilience and innovation. This paraconsistent logic is operationalized through three core design principles: boards reconstituted with structural multidexterity to govern competing business models; compliance rewired to generate productive conflictension between control and innovation; and assurance reinvented as strategic metacapability through real-time analytics. Strong governance can extend survival, but only when it is context-sensitive, digitally fluent, and oriented toward navigating rupture rather than enforcing retrospective conformity. In most fast-moving contexts today, our 20th-century oversight templates too often act like sand in the gearbox. LINK, aberto, free: https://lnkd.in/gCkTgXi7

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Andy Sieg, Head of Wealth at Citi, gave an interview to Valor Econômico during his visit to Brazil. Sieg highlighted the significant growth in the segment's profit, more than 100 times compared to 2023, in addition to the expansion of the client base and the increase in assets under management. He also emphasized how AI is strengthening the work of bankers and advisors in the area and recognized Brazilian clients as "among the most sophisticated in the world," especially in the fixed income and foreign exchange markets. Read more about the forces driving this performance and the vision for the future of global wealth management: https://on.citi/48PyGOU

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Winning customer primacy means being present in the moments that matter most, and payments are most often the first step. That is why Getnet is such an important part of Santander’s strategy, helping companies simplify payments and build stronger relationships with their customers. Three examples: * In Spain, helping Grupo Pascual turn delivery teams’ mobile phones into secure POS terminals. * In Portugal, working with Elecctro to allow EV drivers to pay instantly with their bank card. * In Mexico, partnering with Soft Restaurant to unify restaurant management and payments in a single system. These partnerships strengthen Santander's position as a one stop shop and trusted advisor for our customers.

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