As part of Siemens' global XR Initiative, my main role here is to develop eXtended Reality use cases with our business units and inspire them to use immersive technology.Siemens is ahead of many other companies around the world in the use of XR tools in Sales & Marketing, Training & Simulation, Field Services and Collaboration. With the support of the XR Initiative, we can advance the use of technology even further.It's a great opportunity to evangelize and enable XR in a huge company with +250,000 employees worldwide.

At the local chapter, a key responsibility is to provide strategic direction to the organization, guiding it towards fulfilling its mission and goals. This involves setting priorities, developing plans to achieve objectives, and representing the organization at various events. In collaboration with colleagues, building and maintaining relationships with important stakeholders such as industry leaders and academia members is also a crucial aspect of the role. Promoting the association's work and achievements to the public is another significant responsibility, alongside advocating for the tech industry and its members.

An important role at VRARA Portugal, responsible for planning and managing events such as conferences, trade shows, parties and meetups mainly in Lisbon area, promoting the immersive technology and VR/AR Association associated companies.

In an important role at the APDC´s section “Metaverso”, I´m co-responsible for planning and managing events such as conferences, trade shows, parties and meetups mainly in the Lisbon area, promoting immersive technology and APDC-associated companies.

The Founder Institute is the world’s premier idea-stage accelerator and startup launch program. If you are up to the challenge, our comprehensive step-by-step program will give you the structure, mentor support, and global network you need to start an enduring company. In addition, the Founder Institute is the only program of its kind that accepts solo-founders and founders with day jobs, and that shares equity with all participants. Leaders of the world’s fastest-growing companies have used our program to transition from employee to entrepreneur, test their startup ideas, build a team, get their first customers, raise funding, and more.

The XR4ALL project is a first initiative by the European Commission to strengthen the European XR/immersive technology industry and to accelerate its growth, connecting startups, companies, and investors (angels, corporates, and VCs) active in XR.An Ambassador publicizes the XR4ALL project through their network, and invites people to join the XR4ALL Community. They also helps launch one or more SIGs either by creating them or by finding other people to do so.

We began small, but with an enormous desire to succeed. To achieve this, we applied all the known models of production management, marketing and sales that we picked up in these more than 18 years of our careers.Shortly, we’ll be telling you more about what it means to be CEO at 3e60! Experiences with Virtual Reality and Augmented Reality!

Fayres Chef is a small designer's studio recently developed in Rio de Janeiro. Its initial focus is the production of uniforms for restaurants and their plan is to ramp up in a short time. With intense market research and focus on sustainable products, greater durability and comfort for its customers, I'll advise then to reach an operational leverage of the company as fast as possible.

Viva Picnic is a genuinely Carioca company with presence in outdoor events that started small but that recently seeks market expansion not only in Rio de Janeiro but also throughout the country. We are preparing the company's operational base so we can achieve sustainable growth over the next few years without an outside investment.

In mid-2014, the blog's author and lover of traditional cuisine, decided to evaluate and locate the best hamburgers in the marvelous city, Rio de Janeiro. By that time (and still) there was no printed or digital guide that did reviews of the burger shops around Rio de Janeiro. With a simple and modern language, Sesame's Blog proposes to search for news of the branch and a remarkable acceptance among its readers. with a simple idea and a photo taken with a mobile phone, closer to the readers and much less formal, engaging even more who is reading and practically inviting you to this experience of tasting.In this way, establishments are evaluated, from the from the corner, from the gourmet burger sold on the food trucks of town, to the latest in Chef's renowned western cuisine restaurants.With an innovative service, the Mapa do Hambúrguer (Hamburger Map), proposes to locate all the burgers evaluated by the blog besides others existing in the city. There are about 100 establishments located in and around Rio de Janeiro.

ISPTech is a technology startup based on hardware development. All of them projected by our team of engineers. As in every startup, all partners need to carry out functions and activities in all areas of the company due to the reduced budget. An excellent experience that allows me to expand the horizons on the technology market and manufacture of Brazilian, South American and even Asian hardware as we create relationships with worldwide manufacturers and suppliers of equipment.

ISP Flex is a tech startup that develops wireless networks management tools with media inventory, developed for Marketing Agencies, Content Generators and Internet Providers, based on integrated Outdoor networks nationwide. As in every startup, all partners need to carry out functions and activities in all areas of the company due to the reduced budget. Since the development, we needed to pivot the main product a lot of times until we could find the fit to the market product and I’ve been acting in Operations and Marketing areas along with other partners.

Internal projects were created at the company in order to leverage sales and organize Purchasing and Production processes.The company was undergoing Financial restructuring with the entry of new partners who were assuming a critical operating threshold and for this reason there was a highly delicate situation in dealing with creditors, chiefly with the suppliers of electronic components.A restructuring model was defined for the company, with renegotiation of debts and spreading existing debts out into installment payments.In just three months we managed to turn the company around and reach the operational break-even point, even with the burden of the renegotiated installments on cash flow.There was a need to keep the Production and RMA team motivated so that the crisis at the company would not affect them negatively, which would hamper regaining market share.Together with the partners, we outlined the commercial plans for regaining market share by participating at fairs such as ABRINT and other spot events in conjunction with internet providers.

Consultant focused on business management. With more than 15 years of experience in Wholesale and over 10 in the area of Processes, it was possible to notice the major market weaknesses not just in the companies I went through, but also in partner and competitor companies, and we can arrive at a common denominator: Management.When management is not handled properly, there’s no team of warriors that can make the company stand out.Researching and learning about all the processes in the business is not a simple matter. There is a mandatory requirement little known by all about the definition and documentation of processes that is a differential known to all. This is how we learn quicker, coach easier and control better.

Our work here at this restaurant group involved managing an administrative team responsible for the back office for three restaurants with weekly turnover of around 4,000 patrons. In tackling management of the area, we surveyed the processes of the Purchasing area, rotating Buyers and Suppliers in order to survey the best methods in each area.The correct maturity was provided for the company’s Maintenance area, which had previously fully outsourced. With the increase in the group and the need to cut operating costs, we created an internal figure responsible for controlling the required demands and hires. A preventive maintenance timetable was set up for the production and service areas that allowed the teams to work smoothly.Further incorporated into the Financial checking process were checks that permitted more accurate control over operations at the restaurants, also reducing the deadline for closing thereof, so that in the interface with Accounting reports could be generated in a more effective manner.A new restaurant was implemented, called NFC-e and the restaurant’s control and sales system was optimized so that it could generate precise and reliable management reports to be submitted to the partners, such as an income statement per branch.

Contracted to appraise processes of the Epicurean Complex, I was responsible for surveying all the existing business processes. With its three restaurants and two stores, Vila Sankt Gallen, located in this mountain resort town of Rio de Janeiro state handles, over 1,500 persons per week, highlighted by the many city visitors on weekends.Through the survey conducted, it was possible to implement a process for taking inventories of supplies at the company that had never been tried before. The team shifts were appraised in order to identify the best configuration that could handle both the seasonality of the sophisticated eatery complex without affecting normal operations, as well make it possible to cut the headcount, which at the time was approximately 50 employees.Further suggested were enhancements in the production process, reappraising the need for keeping volumes in stock even with the high degree of seasonality. This led to cutting down the number of items on the menu that did not have sufficient turnover to support maintaining raw materials in stock.A good part of these improvements were sustained by updating and customizing the POS and Sales system contracted by the company.

This was an excellent opportunity to apply commercial and process knowledge in one of the group’s businesses. At the time, the DRI consisted of 4 units, two cafes and two restaurants and was searching for ways to cut operating costs and leverage billings.By applying process knowhow, it was possible to revise the entire receiving, mise en place and assembly process, avoiding the purchase of inappropriate items and waste in cleaning them during pre-preparation. Besides the improvement in the Purchasing process, consumption was evaluated the preparations at the central kitchens was adapted to meet demand, chiefly on weekends when the flow of patrons was about three times greater.Reappraisal of the employee roster was conducted in order to meet the demands of Production, Logistics and Customer Service. In a short time, we managed to leverage sales and boost billings at the four outlets by roughly 60%. Working in conjunction with the team of Nutritionists and Managers, it was possible to optimize production and sales.

Making the Human Resources area more active, with a boost in retaining talents and improving the Recruitment & Selection process, were the group’s HR challenges. Performance indicators were created in the area so that we could appraise through area tools the effective cost of the training sessions applied to the teams and whether they were bringing the group positive results.We invested in managerial training, so that our interlocutors with the teams could be aligned with the company’s Commercial management. The target was to sell and the message was to sell always more, with argument and training so that it could take place in the best possible manner, with the support of the entire Sales team. Further regarding HR management, I was responsible for organizing the company’s Sales Convention for around 1,000 collaborators.

Creating a process area in a Retail company represents a major challenge, chiefly in a medium-sized group. Aligned with the vision and organization of the partners, we set up an IT & Processes area for the purpose of managing the activities of the company’s areas. For this, day-to-day exemption was required, encompassing the preparation of processes, budgets, timetables, competitions, hires and executions in the company’s areas, in order to enhance the company’s technical conditions. With the expansion to other states in the Southern and Central-Western regions of Brazil, it was necessary to standardize into simple processes, all the way from sending pouches through to complex processes involving challenges and information on agreements. Moreover, the IT department was undergoing reformulation: from that point onwards we were no longer a company with some computers, but began instead a concern with over 50 stores and offices with complex networks and the need for constant maintenance. We began to develop internal management and maintenance tools as well. We started generating reports on operations to the partners and conduct preventive maintenance on equipment that was so crucial to operations. With the need for carrying out maintenance work in remote locations, we qualified outsourced support teams, with periodic reports and validation so that operations could be carried out without any hitches.

Here I handled management of the Operations area in an expanding retail group. There was the need to standardize Purchasing and management operations at 12 stores of one of the companies of the Maxkey Group, which was growing by leaps and bounds.These were retail stores that needed reorganization of their Purchasing, Logistics, Sales and Administrative processes. In roughly one year’s time, it was possible to stabilize the Purchasing process, mitigating interruptions in supplies and optimizing Logistics, standardizing the means of delivery and establishing processes for supply, reverse logistics and RMA.With the improvement in the supply processes, it was possible to implement day-to-day processes in the Commercial area, based on the information obtained.

At this retail chain I analyzed and defined methods and processes. With the involvement of a mixed team comprised of the Financial Department and the Information Technology Department, we developed the demands of the Financial Department, presenting them to the IT Department so that automated systems and reports could be developed and customized for the final users at the operational and managerial levels. There was important participation in the development of the company’s process area, since at the time we were building up a department and constructing a working method, supported by certain PMI precepts. In just 4 years, I was involved in roughly 100 projects of various scales, all the way from small tasks performed in just a few weeks to huge projects carried out over the course of more than six months, involving Casa&Vídeo, credit card administrators and integrating concerns.

Development of the Business Plan, Marketing Plan and Operational Processes for the restaurant. A good idea that became transformed into a major business that operates in a specific niche in the Financial Center of the City of Rio de Janeiro and handles about 3,000 orders per month. We developed products, suppliers and business partners, involving surveys in the fields of delivery, fast food, healthy eating and other areas of the Food & Beverage business.We further developed the production and delivery teams through Recruitment and Selection that was outsourced and in conjunction with a designer, as well as visual identity, merchandising items and an Internet site used to disclose and operate the restaurant’s ordering system.

Here our work involved surveying information and procedures of the areas, analyzing norms, preparing reports with audit opinions as well as management letters containing recommendations of issues for attention, auditing financial statements, pointing out non-conformities and making suggestions for improvements in existing processes in the Financial areas of corporate clients retaining the services of Maxkey’s consulting arm.After definition of processes in conjunction with client areas, we conducted quantitative and qualitative testing of adherence to the process and identified risks and frauds in operations.We coordinated inventory counts of client stocks, all the way from structuring through to application of the norms to the results encountered in the various sectors, focusing on enhance of company processes.Around thirty processes in the Financial area were audited and revisited, based on the routines of Accounts Receivable, Accounts Payable, Accounting, Treasury and Financial Planning.

Supervision of Retail teams at the MaxAGP Group, with eight High Value franchise of telephone operator Oi in the State of Rio de Janeiro.Keeping track of and following up on requirements of the operator’s customers, identifying and supporting the needs of the sales team, as well as defining and applying best customer service practices for the company.The service capacity of these franchise was high, exceeding 10,000 customers per month throughout the entire network.Besides supervision of the sales operation, I was co-responsible for supporting the back office control teams with day-to-day information on the PDV’s and supporting Purchasing operations. There was a periodic routine of submitting reports to the Head Office and group shareholders.