IT Strategy Planning and Execution at Honda:• Innovation: Collaborated with business areas to integrate cutting-edge technologies and agile methods, promoting continuous improvement and rapid, responsive deliveries, as well as designing a corporate data lake.• Modernization: Replaced obsolete systems to reduce costs and increase efficiency, following a predefined infrastructure and systems roadmap to minimize disruption and maximize ROI.• Operations: Delivered reliable IT services with a focus on security and governance using ITIL frameworks to ensure compliance and strengthen internal security. Managed infrastructure, local, remote, and AWS cloud data centers, LAN/WAN networks integrating Latin America, and backups. Managed the structure of various SQL databases across multiple solutions and implemented information management through BI.• Strategic Leadership and Team Development: Led high-performance teams aligned with business objectives, promoting innovation and collaboration through training and development for digital transformation and project management.• Agile Methodologies and Best Practices: Improved project delivery and operational efficiency using agile methodologies (Scrum, Kanban) and frameworks like PMI, ITIL, COBIT, CAPDo, and PDCA to standardize processes and drive continuous improvement.• IT KPIs and Performance Monitoring: Aligned IT initiatives with business objectives through defined KPIs monitored monthly to track progress in innovation, modernization, operational services, and security, adjusting strategies as needed.• Security and Governance: Protected assets and ensured compliance with robust security measures, including audits, threat assessments, and incident response plans, aligning IT operations with industry standards.• Communication and Collaboration with Stakeholders: Ensured IT initiatives supported broader business strategy through regular communication of goals, progress, and challenges to leadership and stakeholders.

• Developed and implemented the IT strategy (roadmap, budget, and project prioritization) focused on the areas of "Customer Service" (Spare Parts Division for motorcycles and cars, after-sales, marketing, and CRM) and Administrative (HR, ESG, Legal, Controlling, Accounting, Tax, and Finance) with an annual budget of approximately 20 million (CAPEX and OPEX).• Pioneered the introduction of innovations and digital transformations to enhance the functions of the Supply Chain, Marketing, After-sales, Customer Service, and Dealership Support at Honda Brazil.• Led the implementation of Honda's e-commerce, connecting the factory and dealerships, resulting in a new sales channel with a projected 35% increase in sales of spare parts and dealership labor.• Innovated the implementation of the connected car Honda Connect IoT (developed an app with functionalities for automobiles).• Restructured the logistics processes of the Spare Parts Division and implemented same-day or next-day delivery to dealerships within a 200km radius (improving efficiency by 50% in this case), among other improvements.• Reduced response time in warranty and recall processes by 30% through system and process optimization.• Optimized processes in administrative areas, reducing internal costs by 13%.• Implementation of ERP SAP S/4HANA using Activate methodology focus on financial and controller area and interfaces with legacy systems.

• Successfully implemented the new Honda factory in Itirapina, now the main production plant for Honda automobiles and one of the most automated environments.• Managed an annual budget of R$ 38 million in CAPEX and R$ 7 million in OPEX.• Developed and implemented IT strategy (project roadmap for 3 and 10 years, budget, and project prioritization) focused on Industry 4.0, digital transformation, and innovation.• Led predictive maintenance projects for machines and robots using data analysis and predictive models to minimize failures and maximize operational efficiency.• Managed the integration of various systems, including ERP, Shop Floor systems, global HM systems, and legacy headquarters systems, ensuring data flow and process optimization across all departments (approximately 10% optimization in processes).

• Implemented and stabilized SAP ECC 6.0, SAP PI, SAP BW, and SAP SCM in the Spare Parts Division.• Optimized processes to reach the milestone of issuing 13,000 invoices per day, handling 20,000 different parts, and simultaneous billing in three warehouses across the country.• Led improvement and data integration projects using BI and other legacy systems.• Supported logistics areas across the entire Supply Chain (SO&P planning, purchasing using demand planning, warehousing, and shipping to dealerships) and corporate administrative areas (HR, Accounting, Accounts Payable/Receivable, Tax, and other related areas).• Established KPI reports using PMI methodologies, CAPDo/PDCA, and agile principles.

• Complete management of the IT Systems and Infrastructure area, including data centers, Windows and Linux servers, LAN/WAN networks, and information security (antivirus), leading a team of 10 employees.• Successfully executed the systemic separation of Logimaster and Dachser companies, focusing on the restructuring of IT infrastructure, separation of Microsiga ERP to TOTVS, and process simplification.• Led the update of the TOTVS ERP and the implementation of a new TMS and WMS system, ensuring efficient integration with the existing infrastructure and ERP.• Managed contracts, suppliers, SLAs, and SLMs, ensuring the quality of IT services.• Made strategic decisions on CAPEX and OPEX allocation, including initiating the migration to AWS cloud servers, prioritizing the sustainability and scalability of IT infrastructure and systems.

• Responsible for system adaptation teams to ensure manufacturing for clients like Nokia, Motorola, Lucent, and Palm.• Successfully implemented PANTECH cell phone production with travel to South Korea with the engineering team to transfer production knowledge to Brazil for CDMA and GSM technology phones.• Implemented the production of PALM TREO 360 (GSM), the first smartphone manufactured in Brazil.• SAP ECC platform projects for the introduction of new models and new clients, including system adjustments for manufacturing and RMA (Return Merchandise Authorization).• Migration to SAP ECC 6.0 (Implementation/Migration/Localization).

• Supported Shop Floor System projects, collaborating on innovative solutions for clients.• Restructured and simplified processes to generate agility and efficiency for operations and services.• Executed projects using ITIL and PMI methodologies, among others.• Supported Shop Floor projects in EMS (Electronics Manufacturing Services) and industrial machining industries.• Managed Contracts, SLAs (Service Level Agreements), and SLM (Service Level Management).

• ERP DealerStart Plus – Analyze, Develop, Tests, Training, Deploy and Support.• Participated the internal team to develop the DealerStar Plus System to manage the Mercedes-Bens Car and Truck Dealers like (financial, fiscal and commercial area).• Deployed this ERP on the Brazilian Country;• Responsible for analyze the enhancements requested by car dealers and propose new solutions for some different business process.• Test and Documentation validation;• ERP Training (Financial – General Ledge, Payment, Receive and Fiscal (Brazil Law), Sales (service (repair), spare parts and cars) and Material Management (stock, purchasing process and inventory) for more than 40 car dealers in Brazil.• Support Dealers issue (on site or traveling to Car Dealer).