Bio
The same question, for thirty years
How do organizations adapt to structural change without losing what makes them worthy of trust?
Dorian Lacerda started working with technology back when it still had to be explained. In 1995, in Campinas, he co-founded DGLNET, one of the first commercial internet providers in Brazil, the beginning of a journey of more than two decades leading technology and digital communication companies, consolidated at the helm of ISAT. He was also one of the founders of Abranet, organizing the sector at a moment when the debate was not about efficiency, but about what that new infrastructure would do to the relationships between companies, people, and the State.
That is where the question took shape. Not «what is the next technology», but «what does it demand of the person deciding». Everything that followed is an attempt to answer that at different scales.
That path led to ISAT, born of a new challenge: once video over the internet started to become viable, the question became how to make possible, at a distance, what had until then required being there in person, watching an event, a talk, a teacher, live, from anywhere in the world, without traveling to it. The technology arrived with streaming.
INSPAND was born of a different question, in a Brazil the pandemic had already changed. With the physical barriers down and beliefs about work and learning altered, the problem was no longer a lack of access but an excess: of content, of knowledge, of data. The question became how to speed up processes and simplify in the face of so much information. A corporate solutions hub built on three decades of work in leadership development, organizational culture, and digital transformation, and on the conviction that no technology crosses an organization without passing through people. Dorian chairs INSPAND as Chairman.
In 2022, the question changed weight. Artificial intelligence stopped being an innovation project and became a fact of executive daily life, and with it came a new risk: deciding faster without deciding better. That is when the idea that underpins NEXTCIA today was born, as a living extension of INSPAND's mission: to combine contextualized artificial intelligence and human curation to support strategic decisions in environments of excess data, noise, and uncertainty. In 2024, Dorian formally took on the positioning and the brand, becoming Founder & CEO of NEXTCIA while remaining Chairman of INSPAND.
In parallel, he runs a portfolio of activities that complete the executive role rather than compete with it: board seats, strategic counsel to founders and executives, and one-on-one leadership mentoring. They are distinct formats of the same work: putting judgment where there is haste.
The theme running through all of it today is the combination of AI, governance, and longevity. We live longer and work longer, while the tools of decision change every quarter. This is not a technology question: it is a question of organizational and personal life design.
From connecting people to connecting data and decision, the object has changed four times. The question is the same. And the answer is still built in the same place: in the quality of judgment of whoever is at the table when the decision has to be made.
Timeline
Milestones
1995
Co-founding DGLNET
Co-founding of DGLNET, in Campinas, one of the first private internet access providers in Brazil.
1996
Co-founding Abranet
One of the founders of Abranet, the association that today represents the country's internet companies.
1999–2008
Consolidating ISAT
Leading ISAT across more than two decades, unifying digital communication and corporate education initiatives under a single brand from 2008 onward.
2022
Transition to INSPAND
Building the technology base and the team behind INSPAND, consolidating the work in corporate education. Dorian takes the chair as Chairman.
2022
The idea of NEXTCIA
Inside INSPAND, the idea takes shape of bringing together contextualized artificial intelligence and human curation to support strategic decisions.
2024
NEXTCIA launches
The brand is presented to the market and the role of Founder & CEO is formally assumed, while the chair of INSPAND's board is kept as Chairman.
Principles
What guides the decisions
Purpose
Remove the barrier between people and what they need, whether that is connection, knowledge, or a better decision, using the right technology at each moment, without ever letting it replace human judgment.
Vision
To be a reference for boards, executives, and founders who need to cross structural transformations without losing what makes them worthy of trust, showing that rigor and boldness do not compete: they hold each other up.
Mission
Put judgment where there is haste: turn data, experience, and technology into clearer decisions, better-prepared organizations, and growth that holds over time, on boards, in mentoring, and in the work leading NEXTCIA and INSPAND.
See the whole before acting on the part
No local strategy is born without first mapping the global pattern, of the market, of the category, of the problem in the world. That reading is never through a single lens: every business, process, or challenge is read through four pillars at once, strategy, operations, people, and culture. Seeing less than that means diagnosing wrong before even deciding.
People before technology
Technology extends experience; it does not replace it. Every decision to adopt AI or automation is judged first by what it does to the experience of the person on the other side, not by an isolated efficiency gain.
Long view, execution in short cycles
Direction is measured in years; delivery is measured in quarterly cycles. Every structural decision answers two questions: where does this take us, and what does it deliver in the next ninety days. Direction without delivery is rhetoric; delivery without direction is reaction.
Perceived value before quantitative gain
Not every return fits in a spreadsheet. Value creation is, above all, a perception, and it precedes rather than follows the measurable gain in capital or resources.
Want to talk about how this applies to your context?
Board work, strategic counsel, executive mentoring, or press. The right path takes less time when it starts from the same principles.