Demand for AI directors is growing in Brazilian companies

While some companies are experimenting with tools to speed up customer service, others are using artificial intelligence to analyze data, and some are hiring custom solutions without consulting their technical teams. The lack of coordination between these initiatives increases costs, creates risks, and makes it difficult to assess what actually works.

In this context, a new role is beginning to take shape within corporate structures: that of leading an agenda that spans departments, involves investments, and requires decisions about technology use.

Why is this position on the rise?

The Chief AI Officer (CAIO), or AI director, is the executive responsible for coordinating an organization’s AI strategy. Their responsibilities may include identifying business opportunities, setting investment priorities, establishing usage rules, and monitoring project results.

A study by IBM’s Institute for Business Value, released in May 2026, found that 76% of surveyed organizations had a CAIO or equivalent role that year, up from 26% in 2025. This increase suggests that AI leadership has gained prominence on the executive agenda, although the existence of the position alone does not guarantee that a company is ready to adopt the technology or achieve financial returns from it.

How does this role differ from other executive positions?

The Chief Technology Officer (CTO) typically leads decisions on technology architecture and development, while the Chief Data Officer is responsible for the quality, organization, and availability of information. The CAIO can work alongside these leaders to connect infrastructure to business needs and determine where AI is most applicable.

The role may also involve training, workflow review, and monitoring risks related to privacy, errors, and automated decisions. The boundaries between these functions vary by company; in some cases, AI responsibility is integrated into existing roles, provided there is autonomy, budget, and clear responsibilities.

Risks of creating a purely formal position

Creating an executive position without clearly defining its mandate can add a layer of management without solving the underlying problems that prompted the change. If the CAIO lacks access to department heads, the authority to coordinate initiatives, or metrics to evaluate performance, their role is likely to be limited to making recommendations.

Leadership must be tied to verifiable outcomes, such as cost reduction, process improvement, quality of deliverables, and effective adoption by teams. It is also crucial to define who is responsible for risks and how projects will be halted or adjusted when they fail to meet expectations.

For professionals building careers in technology, business, or management, this trend underscores the importance of combining technical expertise, business acumen, and the ability to drive change. Not every organization needs to create a new position; what matters most is ensuring that someone has genuine responsibility for transforming scattered initiatives into a coherent strategy.