In charge of deployment and operationalization of Human Resources activities, such as Payroll, Personal Administration, and benefits.

I have been running my own business in the investment market, where I am responsible for managing global portfolio investments. This includes managing stocks, ETFs, and digital investments. I actively engage in investment decision-making based on financial strategies with the goal of maximizing rewards while carefully considering risk management. I strive to achieve optimal returns by implementing diversification strategies to minimize risks.

I was responsible for managing the HR Services line (BPO-RH), with a primary focus on implementing the SSC - Shared Service Center aiming to restructure the HR Service Line and drive process improvements in the following sub-areas: Payroll, HR Administration, Benefits, Recruiting, and Remuneration. Additionally, I actively participated in strategic discussions with shareholders regarding the future of Apter in the outsourcing market, specifically concerning the HR Services line.

I was in charge of the HR Shared Services Center, where my main role was to ensure the timely and accurate delivery of HR services. Under my management, I had eight managers who were responsible for managing the operational teams of payroll, personnel administration, and benefits. The center served around 150 companies from different industry segments, and monthly, we processed approximately 80,000 paychecks, 7,000 new hires, 5,000 terminations, 6,000 vacation requests, and managed 10,000 other payroll-related inputs. In total, we executed more than 2 million annual payments, totaling 25 billion BRL.I actively contributed to the consolidation of Human Resource operational processes, ensuring compliance with ISAE 3402 regulations, and working towards operational standardization. This effort was particularly significant after TMF acquired PWC's outsourcing operation, as it aimed to restructure HR by clusters. The primary focus was on improving customer service, subsequently leading to enhanced customer satisfaction and increased business profitability.I was responsible for managing the financial performance of the HR service line, which generated an annual revenue of 37 million BRL. During my directing, the line of service achieved a Direct Margin of 55% and contributed approximately 10% to the EBITDA.Under my management, one of my responsibilities was on building a high-performance team, which involved the following key activities: Onboarding and Orientation: Assimilating new employees into the organization by providing them with necessary training and information about policies.Training and Development: Identifying the training needs of employees and designing and delivering training programs to enhance their skills and knowledge.Performance Management: Setting clear performance expectations for employees, conducting regular performance evaluations, providing constructive feedback, and implementing performance improvement plans when necessary.

I was responsible for managing the Human Resources operational team, which handled HR services for approximately 30 clients across various industry segments. Our responsibilities included processing 50,000 paychecks per month, amounting to over 1 million annual payments.I actively participated in the development and improvement of operational processes, while also supporting the IT department in creating HR tools to enhance business control. These tools included CRM, ERP, and data control systems, which provided valuable support to the operational team.I reorganized the operational teams with the goal of efficiently addressing the diverse demands of companies based on their specific industry segments.I was responsible for supporting the audits team (ISO 27001 and ISO 9001) by updating operational checklists and conducting process mapping. The objective was to ensure compliance with the current normative instructions.

I was involved in the implementation of IBM HR BPO in Brazil, actively participating in the establishment of HR Shared Services Center processes. Whitin my responsibilities included hiring the entire HR operations team and collaborating with the clients to develop all operational processes based on the outsourcing vision. This involved creating a Service Level Agreements (SLA), that defined key performance indicators (KPIs), deadlines, and baselines, ensuring efficient and effective outsourcing service deliveries.During the implementation phase, I took the lead in a team that collaborated closely with SAP consultants. Our focus was on testing the Payroll, HR administration, and Benefits modules, with a primary objective of enhancing the system to effectively support the outsourced business model.I was responsible, during the implantation phase, to provide support to the IT team in deploying CRM tools, with the aim of enhancing the client communication channels, including phone (0800) and ticketing systems (Siebel CRM).I held the responsibility of managing the operational team that handled Payroll, HR Administration, and Benefits. Our services served to global companies operating in LATAM, specifically in Brazil, Chile, and Mexico. Overall, we served around 20,000 employees.During my time at IBM, I actively focused on the continuous improvement of operational processes. These activities involved conducting regular simulations and tests to identify any issues or challenges within our work routine. Once identified, my team worked diligently to make the necessary adjustments and improvements to eliminate these issues. The goal was to ensure efficient, high-quality, and punctual service delivery in strict accordance with the client's service level agreements.I had the responsibility for comprehensive financial control, including management of personnel costs, direct margin, EBITDA, and managing negotiations related to overruns or change requests services.

I led the team during the implementation of HR outsourcing, where my primary responsibility was coordinating the testing of the HR modules. The main objective of this effort was to ensure the proper configuration of the system for the seamless operation of all HR products, including Payroll, HR Administration, training, and Benefits.I managed the team responsible for running payroll for McDonald's, which encompassed 18,000 employees across over 400 restaurants located throughout all regions of Brazil.In addition to managing the McDonald's payroll, I also took on the responsibility of managing another operational team consisting of 30 individuals. This team was responsible for handling HR operations for 45 clients, resulting in a total of approximately 7,000 payslips.I was responsible for all operational costs and financial operation control of my Service Line.