Technical Project ManagerStock ManagerSystem focal point for Sales CloudProcess mapping and adaptation.

• I am responsible for managing FOS technology projects for railway clients in Latin America.• I serve as a focal point, being responsible for client communication, mapping new requirements, and facilitating discussions on standardization for FOS/TCM in Brazil.• PDCA (Plan-Do-Check-Act) cycle.

• I was the Project Management Office (PMO) responsible for defining project requirements, developing an implementation strategy, and executing the Unification Code initiative, thereby enabling enhanced procedural oversight within the organization.• I was tasked with mapping out processes and establishing definitions for affected areas.• Implementation of the PDCA cycle.

• I held the position of Head of Group Cosan's largest innovation program, which included over 100 businesses, including startups, accelerators, and investors.• I facilitated the acquisition of four startups as business partners for innovation initiatives.• I was accountable for overseeing open innovation initiatives and new business ventures, showcasing a notable proficiency in comprehending technical and business protocols.• I was tasked with engaging with the startup ecosystem in order to identify viable solutions to pertinent issues.• AI and Optimization in the PDCA Framework.

• I was accountable for the design and development of hardware and software solutions utilizing Artificial Intelligence technology, specifically tailored for the purpose of automating and optimizing railway operations.• I was responsible for overseeing the research and development (R&D) teams that worked on railroad solutions and transshipment terminals.• Execution of the PDCA to address pending field maintenance, administrative tasks, and business procedures.

• I was accountable for overseeing the field technology audit team, which focuses on failure analysis, as well as the Hardware R&D team responsible for developing railroad solutions. The combined team consists of approximately 200 members.• I was accountable for the design and implementation of maintenance protocols for electro-electronic field equipment, specifically in the field and locomotive sectors.• Executing the PDCA for addressing pending field maintenance tasks.

• I was accountable for overseeing the operations of the signaling and onboard maintenance team for the "Malha Sul" railway, which spans a distance of 7,000 kilometers and is spread across three states. This team consists of approximately 80 individuals.• Routine management of a multidisciplinary maintenance team specializing in railway automation equipment, with a specific focus on signaling and onboard systems.• KPI monitoring across teams and locations.• Analysis of equipment maintenance indicators in order to proactively anticipate problems and effectively prepare and implement training programs.• Execution of the PDCA Cycle in order to minimize operational disruptions caused by shutdowns resulting from problems associated with operational technology.

• IT Department Process Design• Problem Analysis and Root Cause Identification for IT Issues.• Execution of the PDCA Cycle to the IT team.• Technology research and development (R&D) in bulk shipping operations.

• I served as the PMO for overseeing innovation and technology initiatives, encompassing project development, research, and feasibility analysis.• Case: I was the PMO accountable in the development and execution of the Sem Parar Mobile Implementation Project, from Conception to Expansion in various locations.• Identification and customer relationship management within the Shell fuel network.• Implementation of digital campaigns for the lubricants franchise.

• Conducted PMO and consulting activities for prominent companies such as Lojas Renner, Votorantim, Carrefour, GPA, Camil, IMIFARMA, Magazine Luiza, Syngenta, and Bradesco.• I was assigned to design comprehensive processes for the Retail, Steel Industry, and Agribusiness sectors.• I implemented electronic invoicing in a prominent multinational retailer (Carrefour).• I implemented Business Intelligence solutions, along with the training of new project management professionals.• I was the Project Manager tasked with overseeing the IT department during the carve-out process of Açúcar União and Barra da Cosan for Camil.• I was the PMO of a technological evolution project of mainframe architecture and the Tax Substitution system.• I built procedures related to employee benefits in the human resources department.

• PMO activities in the companies: Telefonica, Vivo, Vale, and the Administrative City of Minas. The projects involved conducting a customization test and making system adjustments for a telecommunications company. Additionally, data sanitation was conducted for migration purposes, and the IT operational model was designed. Furthermore, a thorough training plan was developed and implemented.• I was the PMO accountable for overseeing the implementation of embedded hardware to enhance the efficiency of the mine fleet and communication infrastructure. This involved coordinating activities between the customer and supplier.• Preparing documentation for environmental licensing in order to install towers.• Preparing the PDCA Cycle of the plant automation department.

• R&D of new equipment and manufacturing materials.• Suppliers' Prospecting and Development.• Responsible for optimizing the production chain and organizing warehouses.• Technical visits and commissioning of equipment to customers, as well as enrolling maintenance activities of customer equipment.• Responsible for the execution and management of AutoCAD projects.