Bemol, a leading retailer in Northern Brazil, operates across multiple sectors, including electronics, appliances, and pharmaceuticals. Beyond retail, Bemol has expanded into financial services with Bemol Serviços Financeiros, offering credit and financial solutions to its customers. Over than a BRL 1Bi marketshare- Funding Operations: Operationalized funding for the Real Estate Secured Credit portfolio through a CRI (Certificate of Real Estate Receivables) fund, with issuances of BRL 60 million in June 2024 and BRL 50 million in December 2024.- Recovery Credit Plataform: Led the Credit Plataform squad focusing on Collection, Negative Reporting, and Credit Recovery. Launched a renegotiation feature in the Bemol account app in December 2024, with a potential recovery exceeding BRL 11 million for active account clients.

CERC, founded in 2015, is a financial market infrastructure in Brazil specializing in receivables registration. Authorized by the Central Bank of Brazil, the company enhances security and efficiency in financial transactions while expanding credit access for businesses of all sizes.- Business Requirements Development: Analyzed Central Bank documentation and financial market infrastructure concepts to draft business requirements for establishing a Clearinghouse—the first in Brazil in 23 years, addressing a market previously dominated by two providers;- System Integration: Collaborated with Vermiculus, a global leader in Depository and Clearinghouse solutions, to integrate the Kafka-based "Vericlear" system with the Central Bank's messaging standards, enabling Real-Time Gross Settlements (LTR) and Net Settlements (LDL);- Orchestrator System Development: Led the creation of "Cockpit," an orchestrator system responsible for parsing and transforming settlement events into XML messages compliant with the Central Bank's catalog, interfacing via IBM MQ Series and the National Financial System Network (RSFN);- Product Leadership: Directed technical teams through ceremonies such as backlog prioritization, refinement, planning, and PI Planning. Managed epics and deliverable groups, created investment roadmaps, and coordinated with stakeholders across billing, customer registry, and international vendors, including Vermiculus in Sweden.

Bemol, a leading retailer in Northern Brazil, operates across multiple sectors, including electronics, appliances, and pharmaceuticals. Beyond retail, Bemol has expanded into financial services with Bemol Serviços Financeiros, offering credit and financial solutions to its customers. Over than a BRL 1Bi marketshare- New Product Launching: Introduced a new credit modality, "Crediário Parceiro," enabling expansion of Bemol's ecosystem by accrediting external establishments (e.g., small stores, service providers). Projected to generate BRL 25 million in revenue over the first three years;- Stakeholder Management: Coordinated internal stakeholders, assessed risks, and operationalized financing for the new credit model;- Cost Reduction in Personal Loans: Implemented measures that reduced credit bureau consultation expenses by BRL 6 million annually;- Accounting Adjustments: Addressed contracts ceded to funds but later rejected, necessitating repurchase by Bemol's portfolio, resulting in a BRL 17 million adjustment in the 2023 income statement.

Instituto Atlântico, founded in 2001, is a Brazilian non-profit Science and Technology Institution specializing in Research and Development in Information and Communication Technologies (ICT). It partners with global clients, including Dell and Hewlett Packard (HP), to deliver innovative technological solutions.- Automation and Efficiency: Designed a web interface to automate testing on Dell's global sales platform, achieving execution of over 1,000 test scenarios in approximately 40 seconds. Developed a SpecFlow-based scheduler for scenario execution, reducing manual intervention and increasing testing efficiency.- Client Collaboration and Stakeholder Engagement: Collaborated with Dell’s India-based team to enhance global sales platforms. Led stakeholder sessions and implemented risk management strategies to minimize project impacts while aligning team objectives with client goals.- Agile Methodologies and Product Delivery: Managed product roadmaps, facilitated product discovery, and prioritized backlogs using Agile frameworks such as Kanban and Scrum. Streamlined processes by optimizing user story tracking and metrics with Azure Boards and Jira.- Training and Team Development: Provided training on project management methodologies, empowering teams with tools and strategies to enhance performance. Fostered a culture of continuous improvement by aligning individual development plans with team objectives.- Result Reporting and Issue Resolution: Configured automated reports to detail test results, enabling immediate analysis and correction of errors by responsible teams.

Definition of target audience by creating a product launch strategy with a value proposition aligned to the identified needs. Creation and periodic monitoring of internal controls and performance metrics.

Development of the 2022 Strategic Planning using the OKR Framework for goal setting.

Financial and operational restructuring, implementing management routines to improve expense management and revenue tracking. Development of internal controls and performance metrics to analyze the progress of prioritized strategic initiatives. Strengthening relationships with key suppliers to foster partnerships for implementing Strategic Plan actions. Negotiating with creditors to improve credit offerings, directly impacting Financial Results.

Definition of Strategic Planning, breaking down goals into 3-month cycles (OKR Framework), and Operational Financial Planning aligned with the defined plan. Periodic monitoring of the progress of Strategic Initiatives by analyzing business performance and providing detailed support to the operational team when necessary.

Development of Financial Feasibility Analysis for the clinic's expansion project, analyzing the target audience and key partnerships necessary for implementation.

Development of Strategic Planning and Financial Planning. Periodic monitoring of the progress of Strategic Initiatives by analyzing business performance and providing detailed support to the operational team when necessary. Process redesign for the new organizational structure.

Financial Audit of the company's Economic-Financial reports, analyzing the performance for the year 2021, assisting in the construction of the company's Valuation.

Development of a Roadmap with phasing and prioritization, utilizing the SCRUM framework to manage the Management Transition Project for the ICC Group in Volta Redonda (Santa Cecília Hospital).

Development of the Strategic Planning for the Secretariat of Social Protection (2019-2022) and the Secretariat of Agrarian Development of the State of Ceará (2020-2023), as well as for the Tourism Observatory of the Secretariat of Tourism of Fortaleza (2020-2030). Utilization of Design Thinking tools and the OKR framework for the creation and monitoring of the Strategic Plan. Definition and breakdown of the Organizational Purpose (focus on Core Business). Decision-making process for the prioritization of Strategic Initiatives.

Successfully led the selection and contracting process for technology solution providers for data storage through an RFP alongside Arco Educação's IT team

Managed the Health Modernization Project for the State of Ceará, facilitating workshops and events, engaging stakeholders, and training in Design Thinking tools to develop the Strategic Plan for the State Health Secretariat for the 2019-2023 cycle.Oversaw Process Monitoring, Project Management, HR, Finance, and Marketing in partner companies through the PAEX (Partners for Excellence) program at Fundação Dom Cabral. Supported the development of Strategic Plans for participating companies and monitored progress through monthly results meetings. Established and managed the Strategic Planning Dashboard.

Led the 100-Day Plan monitoring for a government department, overseeing weekly performance indicators and convening meetings with managers for progress updates. Compiled a comprehensive performance report for public dissemination on the department's website at the conclusion of the 100 days.Managed the creation of the Health Overview Report for the State of Ceará in collaboration with professors from Fundação Dom Cabral. Conducted interviews with healthcare managers and supported the final report's development.

Managed and monitored annual Revenue, Costs, and Expense Budgets, conducting monthly meetings with department heads to align budgetary variances. Promoted best practices in budget management through the periodic dissemination of "Budget in Focus" updates.

Led the development, update, and implementation of Corporate Strategic Management culture, overseeing project and KPI deployment through dashboard management and real-time company visibility. Monitored and analyzed sector-level outcomes, initiating corrective actions (Fact-Cause-Action) and supporting executive prioritization of projects (Investment x Time x Resources). Provided ongoing updates through CAD presentations and reports on cost reduction and expense management. Designed a Variable Compensation model aligned with sectoral and commercial manager performance metrics from the Balanced Scorecard (BSC) and annual sales budgets.

Managed annual Revenue and Expense Budgets at Sistema Jangadeiro de Comunicação, including monthly presentations of Cash Flow, Income Statement (DRE), and financial indicators, comparing current performance with previous years and budget forecasts. Prepared various reports with situational analyses using graphs, cost control measures, and headcount comparisons to assess productivity. Allocated indirect costs across group companies to evaluate contribution margins and break-even points. Developed SQL queries with IT to expedite data extraction and optimize information retrieval speed.

Structured, monitored, and provided Financial Reports (Cash Flow, Income Statement) for branch manager bonus calculations. Implemented Zero-Based Budgeting for Revenue, Expenses, and Client Portfolio across branches from headquarters to improve financial performance transparency. Managed Expense Reduction Projects and conducted market expansion analysis, focusing on Contribution Margin and Break-Even Point for new and existing markets. Developed SQL queries to optimize and automate data extraction, enhancing efficiency in information retrieval and reporting.