Responsible for all projects in the Portugal office using Agile (Scrum dual track), focusing on Web and mobile applications, regardless of technology.Responsible for operational management (people, project and maintenance processes, finance, invoices, customer relationships).

Responsible for the Software Factory area composed by Turnkey projects and internal projects.Responsible for the roadmap of evolutionary demands and projects of these components, as well as guarantee their milestones and quality. Main project technologies: Elastic and Hubspot CRM.

- RPAs ProgramTeam size: 3Jun 2020 - Feb 2022The objective of the program is reduce repetitive human work to this people have time to intellectual work. The program helps Financial area and Contract area to read information (invoices and others) and input in the company systems. Team with people in distinct locations (Portugal and Switzerland). Responsibilities included:• Business Consultant: analyze and design the functional solution;• Technical leadership, Scope Management, Schedule Management, Cost Management, Communication Management and Resources.- Optimization of exportation processTeam size: 5Aug 2019 - Feb 2021The project consisted of improvements to the existing export processes and reports in SAP MM, as well as integration processes tax obligations with AT. Responsibilities included:• Scope Management, Schedule Management, Cost Management, Communication Management and Resources.- Migration from SharePoint 2007 to SharePoint OnlineTeam size: 5Aug 2019 - Jan 2021The objective of the project is the Migration of sites (simple and complex - more than 1TB) from SharePoint 2017 to SharePoint Online (Office 365 + Azure SQL + Azure Web Apps). Responsibilities included:• Technical leadership, Scope Management, Schedule Management, Cost Management, Communication Management and Resources.- Agile CoachTeam size: +20Jul 2019 - Nov 2019Coach initiative for the project team, with the objective of adapting the use of Kanban to monitor activities. Responsibilities included:• Staff project team to improve knowledge Agile and adapting Kanban framework.- JUMP MobilityTeam size: 8Jan 2019 - Jun 2019Given a new business need to obtain reports on the Mobility application, the project consisted of creating ETL processes to create these reports. Responsibilities included:• Technical leadership, Scope Management, Schedule Management, Cost Management, Communication Management and Resources.

Responsible for management of the service and projects in the EDP account of the various integration components (team with approximately 40 people).Agile Coach at core structure to promote and to support digital transformation projects in Portugal.

Management of the project of implantation of system of inventory and migration of the legacy systems for the implanted system. Team with approximately 15 people in distinct locations. Responsible management of the systems implementation and migrations of legacy systems to the systems deployed in the fronts of inventory, network activation and order care for broadband. Team with approximately 30 people in distinct locations.

Participation in the creation of the PMO area (definition of processes, tools and KPIs) that would see a new work focused on bids. The main responsibility was to ensure that the bidding projects complied with the plan, as they were subject to administrative sanctions and high fines in case of non-compliance.

Project management/demands, managing deadlines, cost-benefit for the company, impacts, risks and interpreting the need/expectations of the user to be answered correctly by the software factory. Factory control regarding the approval of proposal and negotiation of the same. Participation in the project of exchange of the CRM of the company, being responsible for the System of indicators OSS (Services and Anatel), that had a total of 5 legacy systems and objective was to unify them and to prepare a new extractor for the unified CRM of the company. The project was canceled, but the goal was to reduce the number of OSS indicator systems to 2, thus reducing the cost of maintenance of systems in the area by 60%.

Analysis of impacts on business intelligence systems (since the system of sales, supply, until the activation of the client and his access to the customer portal on the internet) to meet the Bidding requirements, managing this information passed to the sales area. Project / demand management, controlling deadlines, cost-benefit relation for the company, impacts, risks and interpreting the user's need to be answered correctly by the software factory. The portfolio of projects has at its peak around 15 projects. The team allocated to the projects was approximately 20 people.

Acting as project leader, managing deadlines, impacts, risks and expectations (customer). The portfolio of projects had at its peak around 7 projects. The team of programmers was 4 people. Strong performance also in technical part (developer) doing customizations of the commissioning system (CMS) using Pl/Sql, XML, Unix and Business Objects. Participation in project of tuning of the database (Oracle). Detection of new opportunities for the company. Direct allocation on the customer (OI).

Developments, customizations and application maintenance of Embratel (where was physically allocated) using Visual Basic and Oracle (Pl/Sql).

Corrective maintenance and development of new features in the system that interfaces with SAP and meets the Brazilian Tax Legislation, taking into account both the analysis about programming, focused only on Oil & Gas clients.