Agibank contrata Rafael Siqueira como novo CTO para liderar avanço em IA
Rafael Siqueira/Agi | Imagem: divulgaçãoExecutivo, ex-McKinsey e cofundador de startups de tecnologia, assume a área após saída de Vinicius Aloe, que segue no Agibank até o fim do ano
Rafael Siqueira/Agi | Imagem: divulgaçãoExecutivo, ex-McKinsey e cofundador de startups de tecnologia, assume a área após saída de Vinicius Aloe, que segue no Agibank até o fim do ano
Em contexto
- Tema: Estrategia y Gobierno de TI — Decisiones de portafolio, costo total, gobierno y marcos de referencia.
- Fonte: Finsiders Brasil
- Publicado: 23/09/2026
Continuar lendo na fonte original →
Trecho publicado automaticamente pelo radar do site. O texto completo pertence ao veículo e está vinculado acima.
Why it matters
IT governance rarely fails for lack of technology. It fails for lack of clarity about who decides what. A story like this one is usually the visible symptom of an operating model that no longer fits the size of the organisation, and those models get changed before the pressure arrives, not after.
My filter is always the same: does this change a decision, or only a tool? If at the end of the quarter the same people are approving the same things by the same criteria, there was no transformation, there was a purchase. The difference shows up in the committee minutes, not in the press release.
What usually goes wrong
What usually goes wrong is the part never discussed with the areas that will carry the work. It gets decided at the top, communicated downward, and the resistance shows up not as opposition but as slowness. Nobody says no; everything simply takes twice as long and nobody can explain why.
What to watch
- The real calendar of contracts and renewals: that is where you see whether the move was strategic or was an expiry date.
- What gets switched off to fund the new thing; if nothing does, the budget will hurt in six months.
- How the relationship with current vendors is left, which is usually where the dependency nobody measured is sitting.
How I read this entry
I would treat it less as a technology story and more as a market signal. If one player moves this way, in twelve to eighteen months the rest will have to answer something. Better to decide now, calmly, what that answer will be, rather than improvise it when a client asks.
The original story is published in another language; the excerpt is quoted as the publisher delivers it and the commentary is written in English.
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Living through this in your own team?
Open the chat and tell me how you're handling it. I'm interested in comparing notes.
