With more than 30 years' experience in technology management, business processes and business transformation as its competitive advantage, TSOne Inovação e Tecnologia has been providing a range of services to its clients' businesses since 2016:- reviewing processes and re-implementing ERP systems, complying with corporate governance practices, delivering value to business initiatives in a systematic and measurable way;- planning and implementing Business & Data Intelligence processes and platforms, enabling the results achieved by the company in its various lines of business to be monitored in time and in a way that encompasses numerous verticals;- developing and accompanying high-performance teams by changing employees' strategic thinking, using an effective, long-lasting and transformative methodology that respects each company's culture;- providing strategic consultancy for business transformation, enabling the implementation and measurement of the impact of the intensive use of technology applied to the value delivered to the business;- revisiting and simplifying support structures within the business transformation mindset, aligning their results indicators with the company's strategic goals;- reorganizing information into layers of data intelligence, enabling the use of Artificial Intelligence tools within companies, quickly delivering the real value of these technologies to the business;- reducing management costs and increasing the productivity of support process teams with "CIO as a service" and "CTO as a service" models.

HIP is a full-service marketing consulting, content development, and digital design agency that helps technology companies improve lead generation, conversion rates, and brand awareness.We turn the impossible into possible by simplifying technical language and creating human messages that are easy to understand and engaging. At HIP, commitment and adaptability are our guiding principles. Our team of technology enthusiasts, storytelling experts, and designers is always ready to help you achieve your goals.Brazilian Creativity and Operations throughout Latin America and the United States.We are pioneers in implementing Account-Based Experience (ABX) campaigns. A revolutionary strategy that puts the customer at the center. We bring together sales and marketing to provide hyper-personalized experiences, boosting businesses, and nurturing relationships in B2B companies. With HIP, you discover the true synergy between ABM and CXM, resulting in an exceptionally positive customer experience.We enhance the art of video production with a unique methodology, understanding that videos can be your strategic partners in a rapidly changing world. Our approach begins with understanding your objectives, crafting an engaging script, and bringing it to life through animations or filming, always respecting your budget, deadlines, goals, and audience profile.Using storytelling techniques, market intelligence, and strategic design, our presentations tell stories, create connections, and evoke emotions. We turn simple PowerPoint presentations into powerful communication tools, increasing your chances of success in crucial moments.We believe exceptional design is much more than aesthetics - it is the bridge between the brand and the customer. By aligning powerful design with captivating digital content, we transform how brands interact with their audiences, driving results and optimizing resources.

Acting as Senior IT Executive worked with the implementation of IT governance planning, restructured ERP processes and improved the delivery of all projects in order to achieve maximum delivery of value to business initiatives.Acting as director of business processes worked on the review of business processes and implementation of the information technology strategy.With exclusive dedication to MPD Engenharia was responsible for the review of business processes and creation of IT strategic plan, aligned with the strategic plan of the company.Among his responsibilities were the redeployment of ERP, the review of business processes to new market demands and the implementation of strategic alignment. The creation and implementation of IT service management was also a priority in this project.MPD Engenharia has over 30 years of experience in the market and is proud to be the only building company along the country with 100% of his projects delivered within the time contracted with customers. It is recognized for their buyers for the quality of its projects and after-sales service. In the last seven years is present in the ranking list of the 100 best companies to work for.

Please, see above the link to the 3rd edition of my e-book "Perfil Campeão!".Lecturer of "Career Management" discipline in the “People Strategic Management” postgraduate course:• The People Strategic Management course goal is to contribute with the construction of a professional profile that includes knowledge, skills and attitudes in line with the new models of managing people, seeking improved relations with other professionals in order to create conditions conducive to growth, innovative solutions for individual and group situations, involving human aspects in the organizational context.• The Career Management discipline aims to stimulate personal and professional profile analysis, promoting knowledge and deeper understanding of itself and the others to facilitate the identification of personal skills and guide the career choices process and definition, promoting the attitude and behavior for entrepreneurship, seeking the main role in career management and the balance between personal and work life. Lecturer of "Innovation and Technology Management" discipline in the “Business Management” postgraduate course:• The Business Management course aims to inform, discuss and contextualize business management, addressing its main concepts in practical language, as well as stimulating the critical analysis of various aspects of business management, as well as encouraging the exploration of borders and interfaces with other areas of knowledge to foster student autonomy.• The Innovation and Technology Management discipline presents the management of innovation as a process, problematizing the criteria for the definition of technological strategy and innovation, reflecting on the necessity of its adherence to the corporate strategy. It discusses the processes of conformation of the organizational structures for the innovation, presenting the main tools and methods for the management of the technology and innovation in an organization.

CIO & COO – CHIEF INFORMATION OFFICER and CHIEF OPERATIONS OFFICERStaff: 65 reports – Reporting to CEO• Responsible for revision and restructuring of the SAP implementation project across the company, and for a new approach to the Business Process Management working with a market strategic orientation. The immediate challenge was the revision and implementation of all business processes, aligned with the strategic plan, supported by the revision of the SAP/R3 ERP.• Responsible for the company's business processes, organization chart review, simplification, elimination of redundancies and outsourcing of Datacenter.• The restructuring plan includes the implementation of Fiscal Intelligence Process, with revision of the Brazilian state tax obligations (SPED and others) and electronic invoice of services. The company faced a major change with the joint venture with Hyundai Heavy Machines Industries.• Director responsible for the Project of Revision of Costs, with savings of more than US$ 7 million per year with the adoption of the zero-based budget (ZBB).• In the last year was also leading the After-Sales business unit, with noticeable increase of revenues.

CIO – CHIEF INFORMATION OFFICERStaff: 52 reports – Reporting to CEO.•Responsible for leadership of SAP Project deployment across the enterprise, with a budget of more than $ 28 million, counting on multidisciplinary team of internal resources and consultancies. The immediate challenges were the revision and implementation of all business processes, aligned to the strategic plan, supported by the installation of the new ERP (SAP), resulting in profound cultural change and spread of key competences to a consumer company.•The delivery of value to the consumer business in the company was his mission, with the Board of Directors approving an IT strategic plan aligned to business strategic plan. Throughout this period, IT diminished its structure, becoming part of the company's strategic level.•Structuring the IT area with organization chart review, by simplifying processes and eliminating waste, and deploying a disaster recovery plan, with a Back-up Data Center located in São Paulo (outsourcing) as support to the company's change management project.•Responsible for the leadership of M&A of an industrial company, proceeding the implementation of the SAP and its adequacy in all business processes.•Responsible for the implementation of the Fiscal Intelligence Processes, with projects of SPED, electronic invoices and other obligations, as well as by the command of S&OP process (integrated sales and operations planning) in the company.•Currently the company has all automated business processes in the various SAP modules (ECC, APO, CRM, BW, BO, etc), with notable results in availability, integrity, security and quickly answers for the demands of business and regulatory and legal requirements.•Generated more than US$ 2 million a year in cost savings with controller actions and the structure of business processes. Eliminated more than 60 in-house developed systems, which demanded people and maintenance costs, aligning with the implementation of the new ERP.

Staff: 22 reports – Reporting to CEO.• Responsible for the direction of the area, invited as part of the process of change and modernization of the management of the Institution. The immediate challenges were the project of implementation of the Integrated Management System (ERP), with reduced time and project budgeted at more than $ 3 million, as well as the deployment of IT governance, aligned with the Strategic Corporate Governance Plan proposed by the Board of Directors, disarming archaic and monolithic processes, in a conservative environment with resistance to change.• Responsible for technological integration and support to the business of the Research Center (the biggest and best of Latin America), of Education Center and of the Cancer Hospital, enabling centralized management and decision support, focused for every business.• Leadership of the alignment of all it investments and provision of costing values in a long-term scenario, dealing with all suppliers of IT Services and Telecommunications.• Put the Foundation between the Institutions that had better used Information Technology in healthcare, leading to be recognized as a benchmark in this market. His performance helped the growth of the institution's revenue by more than 100%.• System deployment of Projects RIS/PACS in most modern Oncological Diagnosis Center of Latin America, renewal of the technological assets in the Hospital, Diagnostic Center, Education Center and opportunities for research and development of new computerized and integrated products for treatment, research or teaching were delegates to the succession line formed.

Staff: 42 reports - Reporting to Senior Global Operations Director for Latin America – Austin, Texas – USA. • Responsible for directing the company's Technology Operations between 2002 and 2006 in Brazil and the regional direction of the same area in Latin America between 2004 and 2006, with revenues of over USD 350 million/year.• In Latin America, the responsibility encompassed 7 countries with the implementation of company world standards and best practices, and projects of centralization and bridging of local processing to the continental hub at Austin – TX – USA.- Leadership of Migration and Centralization Project of the Caribbean Operations to the Continental Hub at Austin, TX, USA, with impact of more than USD 5 million of costs savings into the annual result.

• Responsible for the Brazil's Data Center & Telecom operations, with two fully replicated Data Centers (sincronous in hot stand-by mode) and a duplicated self owned satellite backbone.• Responsible for processing services, telecommunications network, technical service and support 9,000 Lottery Agencies and Bank Terminals, with 25,000 online-real time terminals, 500 terrestrial base stations (ERBs) and 3200 satellite terrestrial stations (VSATs). Operation of two Data Centers in full mirroring (synchronous) in which have been processed, fully online, 4.3 billion transactions in 2005 (the largest transactional operation exists in country so).The major challenges and accomplishments were:-Segregation of the IT business infrastructure of company’s back office, including corporate management and strategies. -Applied business case-based process to evaluate budget, with savings of more than one million dollars/year in the IT business infrastructure.-Changed the regional operations model in Brasil, including the move of two larger data center and two satellite telecommunications backbones to specialized outsourced infrastructures, improving the availability, reliability and Service Level to all clients. These changes have had an impact of more than USD 3 million/year in profits. -Restructured the architecture of the production infrastructure, allowing total replication of transactions in a synchronous mode (mirroring), through the utilization of software and hardware solutions with a high level of automation and minimum lead time for recovery in case of disaster.-Implemented Business Continuity Plan, audited in planned exercises, to assure effectiveness and efficiency of disaster recovery processes. These plan had to be used by March 2005 due a full disaster occurred in one of the contracted sites (outsourced site within HP Services) and secured the occurrence of any impact to the business, as well as returning to normal after the later disaster recovery.

Staff: 63 reports• Reporting to CIO.• Responsible for regional Information Technology department management, including processing, telecommunications and technical services to 229 branches and 25 departments; approximately 800 equipment linked in a Corporate Network within the state of São Paulo; 36 department servers with heterogeneous software platforms; large Print Center (capacity of 10 million pages per month); automatic audible response system with a demand of more than 2 million calls per month.• Defined annual budget and monitoring area costs and investments.• The understanding of IT area within the company had changed to a strategic role and no more as operations back off, representing an added value facing the banking competitive market. • In this way, the role of IT executive has also changed as a frequent partner in the business plans and creating value and delivering quality to the product and services portfolio. • Responsible for IT Service Management model implementation within the company, with direct report to the project manager in the Headquarter, generating information of cost of services associated with each internal customer. • Responsible for the project (US$ 3.5 million) to change the national Finance/Treasury Desk environment, migrating the largest Operations Desk in Latin America to another site, implementing new technologies and services.• Responsible for regional technical management of the technological integration project with the CCF Bank including move of facilities with critical mission processes, as Treasury, Asset Management and Stockbroker.• Consolidated change of processing platforms for the customer/server model in critical mission applications of Insurance, Documents Clearance System and implementation of Corporate Image Processing System for Foreign Trade operations.

• Last position as IT Technical Manager, responsible for regional IT managing.• Worked as the Service Manager (data-entry, corrections and post-processing), commanding a team of more than 400 reports oriented toward data entry, verification, production preparation and shipping from Data Center.• Worked as the Operation Manager, responsible for implementing, operating, availability, and management of operational environment of an IBM mainframe-based Data Center.• Worked as the Production Manager, responsible for programming and controlling automated production, with more than 3,000 services (jobs) performed a day.• Worked as the Project Manager for migrating the São Paulo mainframe to the Curitiba Data Center environment, involving specific flawless logistics, avoiding compromise to company activity in case of disaster.