At willbank, in the role of Engineering Manager, I led the consolidation and growth of the Foundation tribe, which covered the areas of DevOps, infrastructure, and ITOps. To achieve this, I relied on the DDD model along with the concepts of Team Topologies, creating lean teams with clear purposes. This change made possible a profound transformation in the tribe's culture, which went from a firefighting model with a sense of little delivery and high cognitive load to a product culture, with small, consistent and relevant deliveries based on collected data and real pain points.

The Cloud Platform team was responsible for a wide range of domains, including CI/CD. Due to its size and complexity, a new team was created to focus solely on CI/CD.I was responsible for creating the new team and leading it. I also took over the management of the Cloud Platform team. In my new role, I focused on people management, feedback, PDI and relationships with senior management.

I led a Cloud Platform team for Boa Vista during its digital transformation. I hired great professionals and we created a foundation based on GCP, Kubernetes, IaC, and other tools. I established relationships with other leaders and led the team technically, always bringing new perspectives. I also presented results to stakeholders on a biweekly basis. Our platform delivered significant gains in speed (time to market) and resilience for the applications that used it.The platform that I led helped Boa Vista to become a more agile and resilient company, improving its ability to respond to the constant changes of the market.

As the most experienced member of the GetNinjas SRE team, I naturally took on a leadership role, leading also the ITOps team and managing people officialy. I began conducting one-on-ones, feedback sessions, and mentorship.I was also responsible for developing a new purpose for the SRE team, which was to provide platforms for the squads, making each squad responsible for its own applications. This change in purpose led to the name change of the team to Platform.This was a major cultural shift, as Developer Experience and Platform Engineering were not widely discussed at the time. This cultural shift was a major milestone in my career as a leader. It was the first time I had the opportunity to lead a team and implement a significant change. This experience gave me a lot of confidence and helped me develop my leadership skills.

As a DevOps engineer on the SRE team at GetNinjas, I was responsible for keeping the production infrastructure healthy by performing tuning, monitoring, and responding to alerts at various points in the infrastructure. I also collaborated on creating resilient and scalable development environments using infrastructure as code techniques. Additionally, I defined patterns for creating scalable applications by migrating them to a new architecture based on Docker containers using AWS ECS as an orchestrator. I led the implementation of a new CI platform, replacing a proprietary one, enabling a significant reduction and improvement in pipeline times. Finally, I led the restructuring of the logging for GetNinjas applications using the Prometheus + Grafana + Syslog stack. In addition to these responsibilities, I worked to promote DevOps culture and practices to product squads.