Created and consolidated the technology blueprint by integrating and ensuring effective connectivity between interoperable care and back-office systems, as well as defining and executing a robust cloud infrastructure strategy to improve our operations. It promotes a corporate environment of technological innovation and data management by collaborating with partners, startups, and new entrants to develop technological solutions, predictive analysis, AI and ML to improve care management and generate business from our data. Implemented a comprehensive information security strategy that addresses all critical aspects of data protection, which includes identity management, threat monitoring and identification, vulnerability testing and auditing, risk assessment, security policies, regulatory compliance, and better industry practices – reaching 75% in Abrasca’s cyber score. Directly and indirectly leads a talented and diverse team of more than 130 employees, fostering a high-performance team organized into: systems, infrastructure, architecture and governance, data & analytics, and information security. It guarantees the business continuity and technological operational efficiency of the 17 hospital units and 14 clinics and outpatient centers without interruption, monitoring and implementing tactical and strategic systems and infrastructure projects.

Acting as a facilitator to promote exchange, strengthening knowledge and experiences.Dream big, spread knowledgeable thoughts!

Amil Hospital and Clinics + Americas Hospitals

Responsible for consolidating management systems/applications and migrating them to the cloud, establishing a mature hospital IT ecosystem, drastically reducing maintenance complexity and infrastructure costs, as well as boosting processes and standardizing procedures, delivering synergies and a complete “360” view of care. Directly and indirectly managed a team of +130 own and outsourced employees working in 3 IT business units: implementation of infrastructure projects; implementations of care and operations systems and IT Hospital Operations – responsible for the ongoing maintenance of more than 35 hospital units and outpatient centers. Led the team through a process of change, promoting a culture of innovation and career leadership, achieving a 62% increase in the assessment of the organizational climate in terms of managerial effectiveness and employee experience. Focusing on results, I have encouraged team members to develop business expertise, improving responsiveness by 45% and quality of support for more than 400 new IT calls/incidents per month, increasing NPS by up to 42%.

Responsible for implementing IT strategy strongly aligned with the business strategy – using IT in a corporate environment to increase revenue growth and reduce operational costs, increasing productivity and continuously providing tools to improve performance and profitability.

Responsible for the customer lifecycle including, contract management and pricing policies, P&L, risks, and costs during the implementation of SAS products, using agile and traditional methods – PMI, Prince2 and Agile.

Reporting to DAC – Sales and Products Managing Director at Bradesco.7 direct reports and 37 employees;Responsible for the improvement of current and implementation of new KPI’s for the activities of judicial blocking, control and custody of contracts, customer due diligence and analysis of investments of structured funds based on local regulation, drastically reducing backlog scenario, subject to a regulator’s fine.

Reporting to the Executive Director of HSBC Global Banking and Markets.7 direct reports and 58 employees (+ third party vendors);Responsible for the management of 4 senior project managers who were responsible for the delivering of system strategic (+1MM USD) and structuring projects related to FX, Fixed income, OTC, Brokerage and Investment Funds Operational areas.Responsible for the reengineering of all accounting, reconciliation, balance sheet substantiation processes, creating and implementing a framework based on the segregation of duties and new accounting processes – mitigating risks related to zero balance accounts – solving the outstanding balances issues..

Reporting to the Project Management Office and to the Managing Director for LATAM.Responsible for the implementation and financial recovery of two “over cost” infrastructure deployment programs – loses initially estimated at USD 500k. The programs based on Cloud Computing and VMWare were deployed considering losses of USD 100k, challenging internal and 3rd party resources status quo and mainly restoring the relationship with the client.

Reporting to the PMO and to the Executive Director of O&T Area.LATAM focal point to implement the global initiative aimed to change processes and systems used by tax, compliance, operations and technology departments to comply with FATCA (Foreign Account Tax Compliance Act) regulations - reporting of US Citizen earnings and/or revenues.

Implementation of new Website;Standardization of communication procedures (website and e-News);Social Media Planning and promote a growth of 57% in this channel of communication;

Professor of Project Management Professional (PMP) and CAPM exam preparatory courses.

Reporting to the PMO and to the Executive Director of Trade and Post-Trade Segment.Responsible for the management of an international and multidisciplinary project (between Sao Paulo and Chicago) to restructure processes, financial products and current systems to create a best in class trading platform for Equities, Derivatives, Foreign Exchange, Fixed-Income Securities, and Other OTC Products.Responsible for the management of a Clearinghouse processes and systems integration and modernization program – 14 projects and 7 work streams (direct report of 8 project managers)

Teacher of module Human Resources, Costs and Time.

Computer Science course

Teacher of modules Integration, Scope, Time, Cost, Quality, Human Resources, Communication, Risk, Aquisition and Ethics.

Project Management Classes

Reporting to the Vice President of the Software Factory Division.Manager of a team of 17 developers, testers and requirement analysts to implement concurrent and high complex projects related to system integrations and data migration, supporting Claro Telecom the main client. Technologies based on Java, C# and Oracle Database.

Reporting to the LATAM Delivery Director.Responsible for the management of an IT consulting team across 4 different countries that acted in the migration of VIVO Minas's postpaid mobile client database.

Reporting to the Systems Director.Responsible for the management of systemic project implementations requested by the marketing, anti-fraud, revenue assurance, tax, billing and engineering departments.Responsible for the implementation of PM methodology contributing to increase the level of understanding of the context of Project Management by the organization and reducing by 15% the number of failures in the delivery of new technology projects.