With a team of over 300 people, including employees and contractors, with 4 direct executives. I played an important role in technological modernization and the transformation of the company, leading the adoption of the Composable Business architecture model, allowing greater flexibility and scalability in our operations. I conducted the strategy for internalizing IT's Core business capabilities (Workforce Strategy), balancing the workforce between internal and outsourced employees. Additionally, I participated in the infrastructure modernization, moving to a multi-cloud setup using AWS and GCP.Key Achievements:• Changed the company's strategic planning model to be business capability-oriented, providing agility and simplicity in decision-making.• Platformized key technical and business capabilities, increasing resilience, quality indices, reuse, and delivery speed.• Defined the workforce strategy, reducing IT outsourcing from 70% to 40%, focusing on Core business capabilities.

During this period, in addition to Software Engineering, I was also responsible for the production support, SRE, and Data teams, with a team of approximately 300 people (5 direct reports) including employees and contractors, distributed across more than 50 squads. As an executive, I was part of the strategic planning team, defining initiatives that led the organization to achieve over 40% annual growth. I actively participated in reorganizing the company's work model, transforming it from in-office to 100% remote, ensuring continuity and efficiency during the pandemic.Key Achievements:• Continued expansion of engineering teams to over 50 squads with daily deliveries.• Launched Livelo Shopping, modernizing our e-commerce platform to improve customer experience.• Ensured resilience and business continuity for Livelo in a 100% remote environment.

Leading the entire Software Engineering team (app, website, and back-office systems) with a team of approximately 120 people (5 direct reports) including employees and contractors. I was responsible for the agile transformation that expanded our structure from a single business delivery line to over 20 squads, bringing business agility to the organization. I led the migration from a monolithic platform to a cloud-based microservices architecture, increasing simultaneous access capacity 5x. Additionally, I actively participated in building the organizational culture, promoting an environment that values innovation, collaboration, and agility, helping shape the company's identity and drive its growth.Key Achievements:• Implemented "business agility," transitioning from 1 delivery/month to over 20 squads delivering daily.• Integrated the Engineering team into business decision-making processes.• Migrated to a distributed application architecture in a private cloud, preparing Livelo to face future challenges with confidence and resilience.

I was part of the journey of founding Banco Original, playing a crucial role from its inception to launch. I was one of the individuals responsible for defining the integration architecture and creating the service bus. I conceived and implemented the agile engineering team for service exposure and orchestration at a time when channels were being created simultaneously with the acquisition/building of product systems, generating significant complexity in managing the overall project delivery. This experience strengthened my technical and management skills and provided a deep understanding of the banking sector. Key Achievements:• Launched Brazil's first 100% digital bank.• Implemented a resilient Service-Oriented Architecture Corporate Model to meet high demands (primetime TV ads).• Developed a robust prioritization, planning, and execution system for service bus delivery, ensuring perfect timing across areas.

I led the software engineering team, reporting directly to the president, and was a member of the executive committee, being one of those responsible for annual strategic planning with an emphasis on organizational culture. I implemented agile methodologies, empowering the entire organization. I managed an internal team of 40 people (3 direct reports) and outsourced teams in Brazil, India, and the USA. In projects, I used Kanban and Scrum with best practices from PMBOK.Key Clients: BB-MAPFRE, XP Investimentos, BrasilPrev, Berkley, Banco Fibra, Apsen Farmacêutica, Petrobras, and Mondial Assistance.Major clients included BB-MAPFRE, XP Investimentos, BrasilPrev, Berkley, Banco Fibra, Aspen Farmacêutica, Petrobras, and Mondial Assistance. Key Achievements:• Implemented agile methods in the company, delivering value to clients.• Established project result visibility, increasing revenue and providing decision-making information for negotiations.