Leading Accenture’s international portfolio, I manage the development of AR/VR, metaverse, and CGI solutions (Computer-Generated Imagery), which aim to improve the engagement and experience of our client’s end users with their products and thereby increase their revenue. Engaging since the early stages of the project, by assisting the commercial team to determine the client’s requirements and expectations, clarifying constraints, and defining the best solution for the proposal. Using waterfall and agile methodology, I give support to the project managers during the planning stage and definition of project objectives, and once that is done, I continue mentoring them throughout the project, tracking our key metrics, constantly reviewing the risk response plan, and raising awareness of our objectives to ensure consistent and efficient deliveries to our clients. Responsible for holding frequent review meetings with clients to assess their satisfaction, get feedback, and then adjust the project plan with the team.Responsible for reviewing the organization’s internal processes, streamlining, and automating workflows across departments. I implemented the Lean methodology and OKR within the PMO team, raising team morale and our overall KPIs.

Responsible for leading digital transformation projects for the commercial workflow of medium and large B2B companies through the implementation of Exact Sales’ proprietary software, which brings automation, AI, and data analytics to the sales force, significantly increasing their likelihood of closing new deals. As each client had its unique workflow, I would first review the entire commercial workflow with the sales team and then design an optimized process (using design thinking), removing constraints and bottlenecks, and bridging gaps that had before. Once the new workflow was approved, we would start tailoring the implementation of Exact Sale’s software, executing all project phases (Hybrid method) to guarantee the correct scope delivered that was agreed upon, carrying out risk management with constant planning and reviews, establishing mitigating measures to keep projects on track with their goals.Also, I assisted the client with its process development (BPM), defining KPIs and business goals, as also training, building the team, and performing change management, so that the implemented digital transformation had the full support and commitment of all interested parties.

Head of PMO, leading projects of new traffic technologies for the public service, by using the traditional methodology (PMBOK). Frequent monitoring activities and performance indicators of the projects, identifying bottlenecks and opportunities for the evolution of efficiency and productivity, as well as controlling and mitigating risks through action plans, thus ensuring deliveries on time.Responsible for implementing the Scrum methodology into the IT/Dev team, facilitating the team's routine by solving obstacles and providing all the support necessary to maximize the delivery of value, strengthening the culture of transparency and collaboration, in addition to engaging everyone in the search for continuous improvement and adapting to changes.Also, I led two disruptive organizational initiatives, where one was the implementation of a new business unit that consisted of building a new assembly plant, forming the team, and defining the processes and KPIs (using BPM and Lean). The second one was implementing a new ERP for the whole company, connecting the HR, Accounting, Finance, Procurement, and Development/Production departments, increasing overall productivity and efficiency. Both projects used a hybrid methodology, performing iterative and incremental value delivery cycles, ensuring adherence to business needs.

Leading one of the most complex and challenging projects of the company, we developed and implemented the anti-glare technology on the Florianópolis subsidiary, a pioneering cutting-edge solution in Santa Catarina that brought more value to the regional end-users and mainly a reduced turnaround time of more than 73%. The project lasted 19 months with a team of 45 people and was managed using the traditional methodology, thoroughly controlling the risks and timeline, resulting in successfully delivering the project on time and according to the budget and scope agreed upon.Using agile methodology (Scrum and Kanban), I managed several projects of development of new products and services, digital transformation, and continuous improvement, which increased the company’s competitiveness in the market. Responsible for forming and developing multidisciplinary teams to conduct performance improvement endeavors (applying BPM and Lean), establishing the size of each sprint and its speed, controlling the results through Kanban and burn-down, and maintaining the alignment of the value delivered with the managing director. Thus, it was possible to achieve results unattainable until then: improvement of more than 200% in quality indicators, an increase of 53% in productivity, and saving of over R$ 500,000.00 in 2017, in addition to directly achieving the satisfaction of customers (NPS improvement). All these resulted in increased operational efficiency by 20%, raising the overall turnaround time rate to 95%. Responsible for team development in routine management and spreading the knowledge of Lean and Agile philosophy, managing changes in organizational culture in favor of synergy between teams.Budget planning and control (Capex/Opex), defining guidelines, and unfolding strategic KPIs to departments. I participated in the creation of annual Strategic Plans, defining the objectives and projects using OKR.

Responsible for planning, mapping, and standardizing optimized processes of a new distribution center in Santa Catarina. Project leader of implementing a powerful business analytics platform in the organization, bringing real-time performance indicators for the leadership which enabled better decision-making, time savings, and overall increased efficiency. Using the traditional methodology, I was head of continuous improvement and digital transformation projects, which raised overall productivity by more than 37% and increased quality metrics by 22%. In each project, the processes of Initiation (feasibility, opening, and kick-off), Planning, Execution (frequent follow-up), Monitoring/Control, and Closing were fully conducted, ensuring the learning across the company. Member of the project for the implementation of the SAP-ERP system across the whole group, participating in all stages of the project, helping with mapping processes, identifying gaps and bottlenecks, and giving support to the team during the go-live, making the change process being smoother and embraced within the group. Participated in the implementation of the project management office (PMO), defining the methodology, standards and templates, team roles, and metrics.

Engineering support, working on data systems development projects (Big Data), and creating quality and productivity indicators in a centralized and agile platform. Member of the improvement projects in the telecommunications network, providing support to managers in conducting the projects.

Implementation of Lean philosophy through the mapping/standardization of processes, development of quality indicators, and implementation of continuous flow through Kanban, achieving a 15% increase in productivity.Leader of performance improvement projects using traditional methodology, managing all processes and stages of the projects as well as carrying out the feasibility study of each endeavor (Payback, TMA, TIR and NPV). A highlight was the project to implement a new information system, which brought greater traceability and reliability to the data generated.

Management of more than 5 business performance improvement projects for micro and small companies in the Florianópolis region, using the traditional methodology (PMBOK). Manager of internal organizational improvement projects, member of the project office (PMO) and participant in the development of strategic plans.