AITH is an OPC that provides IT and Business Strategy consultancy, IT auditing, and Business Continuity plansHelp CIOs to foster a culture of innovation and collaboration among business units and IT teams;Advise CIOs on IT Strategy Roadmaps and Total Cost of Ownership;Educate CIOs on DevOps, and strategic use of cloud computing;Perform IT audits and Risk Assessments;Design of innovative solutions using state-of-art technologies such as gamification, design thinking, beacons, and mobile applications which improved customer loyalty and revenue;Mentoring of high potential employees to help them develop their competencies.

A global company operating in the insurance sector, posting a R$255MM annual revenue, employing 250 people, and comprising a network of 1,000 franchises. Reporting to the (local) COO and to the Corporate CIO (Tokyo, Japan)Subordinates: 4 managers, 22 employees, and 85 contractorsDesigned and deployed the company's technological 5-year strategy roadmap, aligning the IT projects with the business' goals. Established a Centralized Projects Office, recording time and costs, and performing the payback measurements;Designed and implemented an IT strategy to transform Prudential into a paperless operation;Designed and deployed a workflow tool which automated all back-office processes related to the policies’ issuance and maintenance, thus decreasing the issuance time by 65%, and the size of the back office team by 50%;Created a mobile Extranet which allowed the brokers to do all their tasks on-the-go, including insurance policies issuances and payments monitoring, compensation and campaigns tracking, and providing leads for up-selling and cross-selling which increased the sales force productivity by 36%;Responsible for the IT Budget (of approximately US$18M per annum) and for the services, software and hardware selection;Reduced the total IT cost from 24.5% of the Total G&A to 16.8% becoming a benchmark among Prudential's International Insurance operations (average 20%); In the capacity of BCP Officer, he was responsible for the company's Business Continuity Plan, and for the Disaster Recovery Plan;

A global company (Praxair, now Linde) operating in the industrial gas industry, posting a R$2B annual revenue, and employing 4,000 people. Reporting to the (local) Administrative Officer and to the Global CIO (Danbury, CT, USA)Subordinates: 6 managers, 46 employees, and 125 contractorsThe leadership of the IT department, providing technical guidance on the design and deployment of initiatives maximizing the cost-benefit ratio, and the performance and availability of services and applications not only in Brazil but also in South America;Responsible for the Brazilian and Hispanic Countries' IT Budget (~US$24M per annum);Negotiated with IT providers, always seeking, jointly with the Procurement department, the best costs and terms for the acquisition of hardware, software and services: • Renegotiated the Datacenter's outsourcing contract from R$820K per month to R$339K per month as a result of the renewal of the server's base. The new contract had an immediate impact, thus generating R$4M in savings in 2008 and other R$12M in 2009 and 2010;• Renegotiated the Local Data Network contract from R$316K per month to R$276K per month, increasing performance and availability in 12 sites;• The development of productivity initiatives based on LEAN and SIX SIGMA resulted in additional R$2,4M of savings in 2008;Created a new matrix IT team structure, to motivate high potential members designating focal points for the 6 key lines of business in order to align the IT services and the businesses' goals;Redesigned the Service Desk structure, aligning it with the ITIL model;Led the consolidation of Oracle EBS as the Hispanic Countries ERP tool;Teamed up with the business areas to design and implement the Shared Services Center for South America.

A multinational company which acquires and collects NPLs grossing US$100MM and employing 700 people. Reporting to the COO (Atlanta, GA, USA)Subordinates: 3 managers, 36 employees in Brazil, and 12 employees in AtlantaDesigned and deployed the IT Governance, including processes defined by and aligned with the Sarbanes-Oxley Act, which transformed the company and enabled that it was bought by NBF, the investment bank of National Bank of Canada: Reorganized the IT team, including the hiring of business analysts and testers, and adding two environments (Quality Assurance and User Acceptance Testing) to the two already existing ones (Development and Production);Established the Portfolio and Change Management processes, based on releases, including ample, active participation of users at the Specification and Acceptance Testing stage in addition to a validation and prioritization committee;Established Key Performance Indicators Indicators (KPIs), publishing the availability and usage of links, servers, database and applications, which became inputs for the new process of Capacity Planning;Responsible for the IT department's US$8M yearly budget and for the software, hardware and service providers selection;

Brazilian jewelry posting undisclosed revenue and employing more than 1,000 people Reporting to the CEOSubordinates: 3 managers and 27 employeesDesign of an IT master plan, and three proposals for innovative projects involving business intelligence, customer relationship and inventory management.

Provider of the Globalstar satellite telephony within the Brazilian territory posting revenue of US$20MM and employing 250 people. Reporting to the CEO Designed and deployed, in 15 months, of all Globalstar do Brasil's IT infrastructure and applications amid an enormous growth of the company in headcount (from 18 to 200 employees);Established Globalstar do Brasil's billing in California in order to obtain synergy with other three Globalstar operators (USA, Canada, Mexico) thus obtaining US$6.5M savings in the customization process;Developed an innovative product that enabled Globalstar to gain market share in the transport market, which started to account for 75% of its sales. This success made Globalstar enter into major contracts with SCANIA and ALL, and its launch at FENATRAN, in October 2003, leveraged the company's sales, including other market segments.

Responsible for the Technical Support contract with SHELL BRAZIL, of approximately US$3M per annum;Management of all Technical Support provided to SHELL BRAZIL, comprising the following platforms: Unix, Oracle, NT, Novell, VMS, MVS, TANDEM, and 2nd. level help desk support to the Windows environment;Establishment of the Unix environment at Shell, i.e. 15 systems in 18 months, thus creating and managing a committee which ha weekly meetings to prioritize the various requests which disputed over scarce human and technical resources in a very political environment.