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He sold popsicle on the street and became the biggest seller of the TikTok Shop: Moses Leal sells 4.5 million reais on the platform in April

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He sold popsicle on the street and became the biggest seller of the TikTok Shop: Moses Leal sells 4.5 million reais on the platform in April

Using only a mobile phone and the power of persuasion, Moses Leal has been making high in the TikTok Shop.In April, he sold 4.5 million reais as an affiliate and 100 thousand products sold in 30 days, breaking record reaching the first place in the month.

According to data from Kalodata, a platform specialized in performance analysis and rankings of the TikTok Shop, Moses Leal has already won 4 times the first monthly place among the affiliates that sold the most in Brazil.”

 The influencer is an experienced salesman.His first experience with sales was in childhood.“Still, sold popsicle on the streets. Then I worked as an office assistant through the Young Apprentice program, I was a Polishop salesman, hat in burger and also technical in planning. Over time, I started to undertake. I had barber shop, clothing store and electronics store.Today I no longer operate in these areas because I decided to focus totally on digital, but every experience, difficulty and error along the way helped build the professional that I became”.

Moses points out that long before the TikTok Shop existed I already studied consumer behavior, sales and creation of videos focused on conversion. “I was always passionate about sales and saw in social networks the opportunity to unite communication, influence and commercial performance. In 2023, I stood out in the Kwai Shop, staying for months among the largest sellers of the platform. When the TikTok Shop began its operation in Brazil in 2025, I adapted my strategies and quickly became the affiliate number 1 of the platform in the country”.

“Currently, the highest sales record of TikTok Shop Brazil belongs to my profile. The first major milestone came with more than 65 thousand products sold in just 30 days. Then, in April 2026, I broke my own record by exceeding 100 thousand products sold in a single month, generating approximately R$ 4.4 million in revenue for partner stores through the @lealrecommenda” profile, continues.

Today, the seller acts strongly on two profiles within TikTok: @lealrecommenda, which is totally focused on sales as an affiliate, while @moisesleall is focused on strategies, behind the scenes and teachings on content creation, viralization and sales through short videos. “In addition to commercial results, I also built an audience of more than 8 million followers adding all social networks, consolidating me as a sales specialist through” videos.

He also teaches people to earn high on the platform. “Currently, I also teach thousands of people to work with TikTok Shop. There are already more than 5 thousand students learning my strategies and methods to turn simple videos into real billing tools. My goal is to show that anyone, with a mobile in hand, strategy and consistency, can completely change their lives through the internet.

Jequiti bets on quick commerce and will have deliveries in up to 10 minutes via Rappi Turbo 

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Jequiti bets on quick commerce and will have deliveries in up to 10 minutes via Rappi Turbo 

A Jequiti, company of Silvio Santos Group, announces partnership with the Rappi Turbo's as part of the evolution of its retail strategy and channel expansion. From now on, selected products of the brand will be available with deliveries in up to 10 minutes, expanding the presence of Jequiti in the universe of quick commerce.

The movement follows a change in consumer behavior: quick commerce is no longer just a solution for emergency purchases and has also gained ground in categories related to gifts, beauty, impulse shopping and items linked to pop culture and the celebrity universe. 

“O quick commerce is evolving fast. Today, consumers already expect to receive not only essential items, but also products linked to desire, present and immediate convenience.The partnership with Jequiti shows exactly this” movement, says Rodolfo Montanha, Director of Rappi Turbo in Brazil.

The movement takes place in a scenario of growth of the beauty market in Brazil, which remains among the largest in the world and reinforces Jequiti's strategy of strengthening its relevance in retail through capillarity, innovation and diversification of channels.

Recognized for the quality of its products, Jequiti brings to the Rappi Turbo items with strong appeal of identification and consumer desire. Among the highlights is the Chives, one of the most viral perfumes on the internet, as well as fragrances signed by Patricia Abravanel, Hello City and other names loved by the public.

“This partnership with Rappi reinforces the evolution of our multichannel strategy, expanding access to our products.We need to be present where the consumer is, offering quality products with an agile and efficient shopping experience.”, he says Larissa Fontanini, Executive Director of Jequiti.

At this first moment, the products will be available for Sao Paulo and Rio de Janeiro. Soon, other regions where Rappi Turbo operates will be served. With the novelty, Jequiti advances in the consolidation of retail as a strategic pillar of the business, expanding its presence in digital environments and strengthening the connection with the consumer at different times of purchase.

Loyalty on omnichannel: from the store to the app Why the “linhos” campaigns continue to win over the digital consumer

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Loyalty on omnichannel: from the store to the app Why the “linhos” campaigns continue to win over the digital consumer

The biggest misconception of digital transformation was perhaps to imagine that physical and online competed with each other. In reality, the consumer did not choose one side; he integrated both. True modern retail is not a dispute of channels, but a convergence of habits.

This is where omnichannel loyalty redefines itself. Loyalty is not just about being everywhere‘, but ensuring emotional and journey continuity at every touchpoint.In this scenario, established mechanics such as saddle campaigns reveal surprising resilience.

Strategic questioning is inevitable: in an era dominated by AI and hyper-personalization, why does a progressive reward model maintain such superior engagement? The answer lies in the psychology of achievement, which technology enhances but does not replace.

The answer lies less in mechanics and more in psychology. The seals, physical or digital, operate on three fundamental pillars of human behavior: visible progress, tangible reward and sense of achievement. Unlike many point programs, which are diluted in abstract numbers, the seal materializes the journey. It shows the consumer where he is and, especially, how close he is to get there.

In the omnichannel environment, this logic gains even more power. Today, the consumer can accumulate “linhos” when buying in the physical store, completing challenges in the application, interacting with the brand on social networks or even participating in seasonal campaigns. Each point of contact is no longer just transactional and starts to contribute to a relationship narrative.

It is no longer about buying. It is about moving forward. In this context, the nature of the reward also evolves, and becomes decisive. It is not enough to reward, it is necessary to reward with meaning. When campaigns of saddles connect to marks of desire, the incentive is no longer just transactional and starts to carry symbolic value.

Exchange points for an aspirational and recognized item e socially amplifies the perception of achievement and reinforces the choice for the brand that promotes the campaign. More than the benefit itself, what it represents is at stake: status, belonging and achievement. It is this combination that transforms a simple mechanic into an engine of continuous engagement, because the consumer is not just completing a card, is approaching something he really wants.

This continuous advancement creates a kind of bond that goes beyond convenience.It activates a sense of almost silent commitment.When the consumer has already traveled part of the way, it tends to continue, not only for the final prize, but for the perceived value of the route already taken.

This is what behavioral economics describes as the effect of progress. And in retail, this translates into greater recurrence, higher average ticket and, above all, brand preference. Another relevant point is the adaptability of this model to digital. The saddles have evolved. Today, they can be gamified, customized and integrated into real-time behavior data. It is possible to create missions, release intermediate rewards, adjust challenges according to the customer profile and even transform the journey into a social experience.

But the principle remains the same: make the relationship visible and rewarding.This reveals an important learning for brands seeking relevance in omnichannel: innovation does not mean abandoning the past, but reinterpreting it intelligently.
 

While many digital strategies fail because of excessive complexity or lack of clarity of value, the seals work precisely because of their simplicity.

In a scenario where the consumer is constantly exposed to stimuli, choices and distractions, creating a sense of concrete progress can be more powerful than any sophisticated promise.

Ultimately, loyalty is not built on technology alone, nor only on discounts. It is born from the combination of consistent experience and perceived reward.And all the consumer needs to continue choosing a brand is to feel that it is being valued along the journey.

Observability advances as a strategic decision engine in complex digital environments

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Observability advances as a strategic decision engine in complex digital environments

Previously restricted to technical monitoring of systems, observability now takes up space in board decisions Delphia, digital journey curation, more mature organizations already use operational data not only to identify failures, but to guide business decisions, optimize costs, and improve the customer experience.

This advance is linked to the ability to connect different dimensions of digital operations, such as performance, operational efficiency and financial impact. With this, technical metrics are translated into strategic indicators, such as conversion and revenue.

“Companies that observe better, decide better.The difference is in the ability to transform technical data in the context of business”, says Leonardo Santos, CTO of Delfia.

One of the main developments of this evolution is the approximation between distant areas, such as technology and finance. Observability allows to identify waste in cloud environments, underutilized resources and unnecessary costs, creating a bridge between technical efficiency and financial control, starting to guide technological investments.

Despite this, there are still cultural challenges.“I and finance do not always speak the same language, but are increasingly close. Observability helps translate these” universes, explains the executive.

In addition to cost control, the practice is also consolidated as a tool for anticipating scenarios.With the support of artificial intelligence and predictive analysis, companies can identify anomalies that become critical incidents.

According to Dynatrace's report, 88% of technology leaders say the complexity of digital environments has increased in recent years, directly impacting the ability of companies to manage their operations.

This context reflects the way companies deal with the complexity of their systems. In more mature environments, the architecture is clear, there is greater mastery of the code and teams can act more strategically, balancing performance and financial efficiency.

In less structured operations, the opposite is observed: teams stuck to continuous correction cycles, unsustainable technical decisions and systems that accumulate critical areas that few professionals can or feel safe to modify, increasing risks and limiting business evolution.

Market cases show that lack of visibility can lead to loss of revenue in digital channels, increased abandonment in slow applications and failures in critical customer journeys.“It is not just about keeping systems running, but ensuring that the digital operation is aligned with the strategic objectives of the company”, concludes Leonardo Santos.

2026 Opens a new phase: consumer digital maturity

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2026 Opens a new phase: consumer digital maturity

For years, the growth of e-commerce was driven by adoption. That is, new consumers entered digital, learned to buy online and gradually increased their trust. But 2026 is an emblematic year and marks an important inflection: we are no longer talking about expansion: we are talking about maturity.

The market has advanced rapidly and the digital consumer has evolved. With it, their expectations, decision criteria and level of demand have also changed. Therefore, today, the challenge of marketplaces is no longer to win new users, but to serve a much more conscious, comparative and less fault-tolerant consumer.

The numbers clearly show this transformation. In Brazil, about 88% to 90% of the adult population already buys online, consolidating a scenario of high digital penetration . In addition, according to data from the Brazilian Association of Artificial Intelligence and E-commerce (Abiacom), almost 97 million Brazilians should consume in e-commerce in 2026, with continuous growth of the base .

More than that: the behavior has intensified. The information in the E-commerce Trends 26 Report indicates that 91% of consumers buy online at least once a month, and more than half have already incorporated digital as part of the routine, including at unconventional times, such as at night or dawn .

This means something undeniable: e-commerce is no longer a channel and has become a habit.

This is because, if before information was asymmetric, today it is abundant and this has completely changed the decision dynamics.Today the consumer searches before buying; compares prices in real time; evaluates reputation and reviews; and chooses based on cost-benefit, not just price.

Not by chance, studies by Ecglobal, a company of the Stefanini Group, show that 88% of consumers see technology as an ally in decision making, reinforcing the role of digital tools in this process. The result is a more rational consumer (and, at the same time, more volatile, because it changes quickly of opinion).

In this sense, one of the clearest signs of digital maturity is the fall of automatic loyalty.In Latin America, almost half of consumers abandon a platform after a bad experience, especially related to delivery or return. At the same time, factors such as price transparency and clear policies are priority for about 75% of users .

This completely changes the game, as it is no longer the brand that retains: it is execution.

We can not fail to explore that digital maturity also brings complexity. The e-consumer is no longer a unique profile, it varies by:

  • generation
  • social class
  • payment preferences
  • consumption context

In Brazil, for example, growth is driven mainly by the middle class, which is highly connected but also sensitive to price and payment terms.This requires marketplaces to take a more segmented and intelligent approach.

Finally, maturity requires strategy, not just scale. We have definitely entered the era where growing is not enough. Marketplaces that want to remain relevant will need:

  • balance operational efficiency with experience
  • use data to understand what it is and not just segment & segment & target the consumer
  • ensure consistency throughout the journey
  • prioritize the basics well done before you get sophisticated

Because, in the end, digital maturity brings an inevitable consequence: the consumer does not forgive. If before the challenge was to attract, now is to sustain. And in this new context, wins who understand that the digital consumer has ceased to be an apprentice to become an expert.

*Mariana Mantovani is a specialist in Marketplace and E-commerce, and founder of Boost Marketplace, a company specialized in boosting and boosting sales results in the largest marketplaces in the market. With more than 15 years of experience in the digital ecosystem, Mariana has always worked in reference companies such as Netshoes, Electrolux, Mercado Livre and RD Health, focusing on e-commerce, marketplaces, leadership of performance teams, and business development.

World Cup: brands must work with real-time decisions and redefine media strategies, says expert

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World Cup: brands must work with real-time decisions and redefine media strategies, says expert

The World Cup remains one of the few events that can synchronize the country's attention and accelerate large-scale consumption decisions, according to the “ study“The off-field game”, by MindMiners, 83% of Brazilians intend to follow the event and 1 in 3 states that it adjusts the shopping cart during the period. Categories directly linked to the context of the game are the most impacted, especially supermarkets (47%), food and snacks (43%) and drinks (36%), while up to 19% consider buying electronics as TVs to improve the experience of watching games.

During the period, it is also common to observe expressive peaks of audience and simultaneous accesses on digital platforms, accompanied by instant changes in consumption. This behavior is not new, but gains a new dimension with each edition of the tournament. If, in previous Cups, the impact was mostly concentrated on television and physical retail, today it is dynamically distributed among multiple digital channels. “The consumer comments, searches, buys and interacts at the same time, often during the game itself, which drastically shortens the interval between attention and conversion of”, says Bruno Okada, partner of the game Digital Elementary, agency specializing in data-driven digital marketing.

The expert explains that, for this reason, it is not enough for brands to just plan campaigns in advance. Companies that can capture the best results are those that operate with flexible structures, capable of adjusting investments, creatives and messages as the context evolves. A goal, a decisive move or even a meme can redefine, in seconds, the behavior of the public and, consequently, the performance of campaigns.

A practical example of this movement can already be observed in delivery platforms. “When an application like iFood activates specific promotions at the time of a World Cup preparatory game, as happened recently, it is doing exactly that: connecting consumer passion to a relevant offer at the right time. The brand takes advantage of the emotional context of the event to stimulate consumption in an organic and strategic way”, exemplifies Okada.

For him, events like the World Cup have opened a change that is already underway in marketing: it is no longer enough to plan well, you need to react well.“Today, those who can integrate real-time data with fast execution have a clear competitive advantage.We are talking about adjusting media, creative and supply almost simultaneously to the consumer behavior”.

In addition to speed, personalization also gains prominence. With a greater volume of data being generated during the event, it becomes possible to identify consumption patterns by region, time and audience profile, allowing a more efficient media allocation and more relevant communication. To take advantage of this potential, brands must invest in professionals and tools that know how to read and activate this data in real time, combining performance analysis with practical media and creative recommendations.

“The difference between a medium campaign and a high performance campaign during the World Cup is in the capacity to adapt”, adds Bruno. “It is not just about being present, but about knowing how and when to act. It is at this point that data and technology are no longer support and become protagonists”, he concludes.

About Elementar Digital

Founded in 2017, Elementar Digital is a digital marketing agency that acts as a strategic business partner, helping companies to generate better sales results in a pragmatic, efficient and sustainable way.In addition to strategic work, the Elementar team is distinguished by the ability to execute with excellence in media operation and data analysis.

Combining technology, data and creativity, the agency offers marketing management services, acting on all channels such as Google, Meta and TikTok, as well as programmatic media, application promotion, CRM, SEO and Data Analytics e Tracking with a focus on performance.

Recognized for its excellence and analytical capacity, Elementar Digital manages more than R$ 250 million in digital media per year and serves brands of national and international relevance, such as iFood, Mercado Livre, Sugar Loaf, Marisa, Insider Store, Pantys, Mantecorp, and Sousmile. This trajectory has consolidated the agency as a reference in advanced digital strategies, uniting trust, innovation and quality in delivery. More information: https://elementar.digital/

91% of companies are under pressure to implement AI in customer service in 2026, Gartner says

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91% of companies are under pressure to implement AI in customer service in 2026, Gartner says

Artificial intelligence is no longer an experimental project and has taken a central position in the customer service strategies of companies. According to a survey by Gartner, 91% of global customer service leaders say they are under direct pressure from executive leadership to implement AI in 2026.

The survey also shows that 80% of organizations plan to transform service functions in the coming months, while 84% intend to expand the skills required of human agents to work together with intelligent systems.

For Mario Marchetti, CEO Latam of Sinch, the market is now entering a more mature stage of conversational AI, where integration between channels and quality of experience become a priority. “Companies have realized that just automating responses is not enough for current challenges. The consumer expects context, continuity and customization in any channel, be it WhatsApp, SMS, RCS, voice or proprietary applications”, Marchetti says.

According to the executive, the pressure for the adoption of AI is directly linked to the change in consumer behavior, which has come to demand immediate responses and frictionless journeys. “The current customer no longer separates human and digital service.He simply expects communication to work, regardless of the channel used”, he says.
 

Sinch's assessment is that the advancement of AI should accelerate investments in omnichannel platforms and conversational messaging, especially in sectors such as banking, retail, healthcare and telecommunications.“The big challenge for companies in 2026 will not only be to implement AI, but to ensure that it can operate safely, context and integration at the” scale, says Marchetti.

The Gartner study also points out that organizations are prioritizing initiatives related to improving customer experience, intelligent automation and operational efficiency. “We are seeing an important transition: messaging is no longer just a contact channel and becomes a strategic infrastructure of relationship”, concludes the CEO.

5 Trends that are shaping the future of e-commerce and were featured in the 1st edition of DHL E-commerce Day 

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5 Trends that are shaping the future of e-commerce and were featured in the 1st edition of DHL E-commerce Day 

Speed, logistics efficiency, artificial intelligence and data-driven decisions are no longer future trends to become central factors of competitiveness in the e-commerce and supply chain market. This scenario is reflected in the study The Future Shopper Report 2025, from VML, which points out that 57% of Brazilian consumers expect to receive their purchases within 24 hours. The data shows how agility, predictability and operational efficiency have come to directly influence the shopping experience, accelerating investments in automation, artificial intelligence, logistics integration and strategic use of data throughout the chain.

The themes were at the center of the discussions of the first edition of the DHL E-commerce Day, held in Sao Paulo (SP). The event brought together executives and industry experts to discuss the paths of evolution of digital retail, reinforcing that the integration of technology, data and logistics operations is no longer differential and became a basic condition for competitiveness.

“O e-commerce has entered a new phase, in which it is not enough to grow 'IT is necessary to execute with excellence. Logistics, data and technology are no longer areas of support and become the strategic core of companies. Whoever can integrate these pillars with speed and consistency will have a clear competitive advantage in the coming years”, he says Solon Barrios, VP of E-commerce and Retail at DHL Supply Chain Brazil.

“Today, in e-commerce, the customer experience does not end in the purchase, it consolidates in delivery. Artificial intelligence has an increasingly strategic role in this process, allowing greater operational predictability, route optimization, anticipation of demand peaks and more transparent communication with the consumer in real time. In a scenario where speed and convenience are crucial for loyalty, integrating technology and logistics is no longer a differential and has become essential for the competitiveness of companies”, says Patricia Starling, Vice President of DHL Express Brazil.

DHL synthesized five trends centers discussed at the event that are already impacting the market and should guide the strategies of companies:

1- Data as a strategic asset for operational efficiency
The basis of modern logistics operation is the ability to collect, integrate and interpret data in real time, ensuring more accuracy in demand planning, better inventory allocation and greater ability to anticipate seasonal peaks in e-commerce. Rather than drive operational efficiency, data has come to occupy a strategic role in understanding the buying behavior and the consumer journey, allowing to identify navigation patterns, recurrence of consumption, cart abandonment and regional preferences to guide more assertive decisions of assortment, pricing, media and relationship. In this scenario, brands that can transform data into applied intelligence gain competitive advantage by creating more relevant and personalized experiences, strengthening the connection with the consumer and increasing their capacity to generate sustainable conversion.

2- Artificial Intelligence in the core of e-commerce and supply chain operations
From a solid data base, artificial intelligence starts to act directly in decision making. In the market, it is already applied to predict demand, optimize delivery routes, automate customer service and even adjust levels of formadinamics inventory. The most relevant advance is the evolution to more autonomous systems, capable of responding in real time to changes in consumer behavior and operating conditions.“Artificial intelligence is already transforming e-commerce and supply chain operations, bringing more efficiency, predictability and real-time responsiveness.The breakthrough now is to integrate data and AI to support increasingly autonomous decisions across the” chain, affirms Rafaela Braga, Mr. Data Science Manager at Itau Unibanco.

3-Growth of operational complexity requires technological integration

The increase in order volume, the diversity of channels and the expectation for faster deliveries make the operation more complex. This requires integration between systems, sales platforms, logistics operators and transport partners. Without this integration, there is loss of visibility, increased errors and operational inefficiency. The trend is the consolidation of technological ecosystems capable of orchestrating the entire operation in an integrated way.

4- Logistics on the basis of reputation and competitiveness of digital experience

Logistics is no longer just an operational step and has become decisive in consumer choice.Delivery time, freight cost and reliability are factors that directly impact conversion. Companies that invest in more efficient logistics networks, with greater customer proximity and better transport management, can differentiate themselves in the market.

5- Adaptability as a survival factor at this moment of market reconfiguration

In a rapidly changing environment, with new technologies and business models constantly emerging, adaptability becomes essential. Companies need to continually review their logistics strategies, adjust their operations and respond quickly to market changes. Operational flexibility becomes one of the main success factors. “We are living a moment of market reconfiguration, in which the ability to adapt has become more important than scale or history. Companies that can quickly adjust their operations and strategies will have more competitiveness in the coming”, or, affirms Piero Franceschi, CEO at StartSe.

The program was attended by executives and experts who are at the forefront of the transformation of the sector, including Piero Franceschi (StartSe), RafaelaBraga (Itau Unibanco), Diego Kawaoka Melo (Dafiti Group), Erik Parronchi (doTERRA), Leandro Gravena (Intelipost), Omar Pucci (Fullcommerce Brazil), Julio Nishino (Fullcommerce Brazil), Luiz Garcia Ferreira (Nuvemshop), Monique Prince (REDE ItaGrechrech and Rapha 2).

The event was supported by relevant companies in the digital ecosystem, such as Fullcommerce, Intelipost and Nuvemshop, reinforcing the importance of collaboration between technology, operation and strategy for the development of the sector.

By democratizing the Parcelamento via Pix, Pagaleve breaks with traditional credit in Brazil

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By democratizing the Parcelamento via Pix, Pagaleve breaks with traditional credit in Brazil

A Pagaleve, fintech specialized in installment via Pix, was born with the purpose of democratizing access to credit for the final consumer. With five years since its creation, the Brazilian startup has consolidated itself as a leader in the segment, positioning itself as a strategic and indispensable partner for Brazilian retail. By having Pix at the center of its business model and the most advanced risk analysis engine in the country, the company enables routine purchases for more than 7 million Brazilians in a market where the Central Bank system already transacts 79.8 billion annual operations and is used by 93% of the adult population.
 

By eliminating credit card dependency and banking bureaucracy, Pagaleve's Pix Parcel acts directly on the gap of a system that handled R$35 trillion in transfers in 2025, offering retail an opportunity for immediate conversion. Thus, retailers can access a pent-up demand from millions of consumers, transforming instant payment into a strategic installment lever that has already proven indispensable for competitiveness in e-commerce and national physical retail.
 

The solidity of Pagaleve's business model, which analyzes “transaction to” transaction rather than complex histories, is supported by Ebitda e net income these robust financial health indicators have contributed to the company attracting prestigious global investors such as Banco do Brasil, OFI Ventures, Sun Hung Kai & Co, Credit Saison, Endeavor Catalyst, SalesforceVentures and Founder Collective.
 

Democratization of access and B2C value proposition

For the final consumer, Pagaleve acts as a form of payment that expands purchasing power in a scenario where many Brazilians do not have access to credit, suffer from low limits on credit card or high interest rates. The company's proposal is to offer the installment via Pix without creating a snowball“ of debts.
 

Unlike bank installment models, which operate as personal credit with interest and apply revolving interest, Pagaleve has two types of installments: the fortnightly the monthly, which may include interest or not, depending on the purchase and the profile of the buyer analyzed. In both types of installment, if the consumer delays, the rate charged is fixed and does not grow over time, avoiding over-indebtedness and promoting a conscious consumption.
 

In addition to democratizing access to purchase to consumers, with a risk analysis engine that makes the evaluation almost instantly, through Artificial Intelligence and Machine Learning mechanisms, the company aims to provide a frictionless process, distancing itself from models that require long processes of identification and authenticity.
 

“The model used by the Pagaleve risk engine is one of the most innovative in the country and native in AI when we talk about credit models and underwriting unlike standard credit analysis, our decision engine analyzes more than 100 variables per transaction, considering items such as product details, time of purchase, store segment, device, etc.In this system, we do not define the consumer solely and exclusively by the score history of it”, explains Henrique Weaver, CEO of the company.
 

Weaver points out that, in addition to giving credit access to a greater number of consumers, who now have a form of payment for purchases of everyday items, the method ensures the expansion of sales and revenue to retailers, who start converting sales that would be lost because the customer had no credit card, full balance of the product in the account or limit on the card.
 

Strategic retail partner

In the B2B pillar, Pagaleve works as a conversion injection “in the vein” of the retailer, generating immediate additional sales. The technological differential lies in the risk analysis made “transaction to” transaction, and not just based on scores static. While banks approve cards based on generic limits, Pagaleve evaluates the context of each purchase, which results in high approval numbers that directly benefit the merchant.This model allows retail to serve audiences before “invisible”, significantly increasing sales volume.
 

In addition to high conversion, Pagaleve removes operational bottlenecks by assuming 100% of the risk of fraud and default. The merchant receives the amount of the sale guaranteed, without having to deal with disputes of chargeback or anti-fraud costs. “When adopting Pagaleve, the retailer does not exclude any consumer profile at the time of checkout.In fact, it gains an increase in sales because we were born to meet those who the credit card often rejects”, explains Weaver. In a scenario where retail seeks efficiency, Pagaleve positions itself as a partner that enables real consumption and more sales to the retailer.

99Food changes dynamics of the delivery sector to digital (GOER in food

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99Food changes dynamics of the delivery sector to digital (GOER in food

The arrival of 99Food to 12 new Brazilian cities in March proves that the country's food delivery sector becomes increasingly relevant, especially for the local economy. According to projections by the German Statista, one of the largest global statistical data platforms, the online food delivery sector may have moved about US$ 21 billion in Brazil in 2025, and may reach US$ 27.8 billion by 2029, with average annual growth above 7%. This growth directly impacts the ecosystem that includes consumers, consumers, and consumers, choice of the day and convenience represents a decisive factors in the food consumption, convenience and convenience of the day represents a change in the restaurants.

For restaurants, delivery works as a true digital “vitrine”, significantly expanding the reach of businesses. Small and medium-sized establishments can reach audiences that were previously outside their physical radius, increasing visibility and billing without the need for structural expansion.In expansion throughout the national territory, 99Food in March began operations in Manaus and Brasilia and the initial survey conducted by Locomotiva with restaurant owners and consumers show that about 9 out of 10 establishments point to delivery applications as very important to keep establishments running. This data shows that 931stpend the business appT and consumers agree that they increase their presence 9tpend the appt.

This strategic role of applications as drivers of visibility and growth of restaurants is directly connected to the behavior of the Brazilian consumer, increasingly accustomed to delivery in their daily lives. So much so that the Foodservice Performance Index, the IDF, released by the Foodservice Institute Brazil (IFB) points out that in December 2025, the average ticket was approximately R$41.4 per order.

“The arrival of 99Food in new cities represents an additional billing opportunity. With competitive rates, restaurants start operating with healthier margins and fail to compromise a relevant part of their margin per order, which opens space for direct reinvestments in the business itself. With this, everyone wins, restaurant, producer, deliveryman, consumer”, explains Bruno Rossini, senior director of communication at 99.

In addition, the sector generates direct impact on the economy and the labor market. It creates opportunities for thousands of deliverymen and fosters an entire logistics chain, involving technology, means of payment, marketing and service. With the evolution of 99Food by Brazil reaching more than 70 cities in operation, the expansion counted on local investments of more than R$100 million as part of the expansion plan announced in 2025 of R$2 billion and the goal of reaching 100 cities by June.

“O food delivery is a consolidated infrastructure of modern urban consumption, with strong potential for growth and continuous innovation.It redefines the way people feed themselves, how businesses operate and how cities organize around convenience and” connectivity, concludes Rossini.

Another impact that can be felt in practice is that with an average time of 25 to 30 minutes per order, 99Food is established as the fastest delivery application in the Brazilian market. And what does this fact impact on society? This reduction in delivery time redefines the way people consume food and deliver delivery. The predictability through traffic and restaurant data becomes fundamental to the operation and prevent the deliveryman from standing still, 9 wasting time and taking advantage of the remaining time for other activities such as leisure and rest. The process is optimized from start to finish logistics algorithms to perform the integrated operation with the day and analyze the consumption 9.

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