2020- Robust strategy definition and execution to avoid impacts due to COVID-19 pandemic, based on extreme transparency practices, cost reduction (no layoffs!), and strong management practices to have updated data every day.- Meaningful management improvements by using OKRs to guide all employees towards the company's vision.- Remote work established to protect all employees and accelerate the company's vision.- Culture keeps evolving: Great Place to Work - 5th best company (state of Sao Paulo, all segments), 13th best company (Brazil, IT segment), and 25th best company (Brazil, all segments).- Revenue growth from 2020 over 2019: 83%2019- Culture’s evolution and improvement with additional practices (Sofist was recognized again as a Great Place to Work - 16th great place to work in the state of Sao Paulo)- Unique value proposition and strategy refinement (with lots of facts and data), working directly with the sales team (lots of discovery and validation practices over dozens of meetings)- Definition of management tier to improve tactical and operational execution, keeping the great delivery from operations and back-office teams (right things on the hands of right people)- Revenue growth from 2019 over 2018: 40%
2018- Reinforcement on cultural practices to reinforce the company’s purpose (Sofist was recognized as a Great Place to Work - first time on its first try) - Refactor and review on the company’s business models and marketing strategy, acting most of the time with the sales team and improving the company’s visibility significantly- Ramp-up of a completely new area in the company (initial setup and hiring processes)- Revenue growth from 2018 over 2017: 59%
2017- Comprehensive remodeling of the company’s culture after a hard year on Brazil’s economy, turning it into a people-oriented company- Planning and execution of activities at all levels (finance, people, marketing, sales and operations)- Revenue growth from 2017 over 2016: 31%

* 2015- Handover to the new COO on board.
- Migration to product development area (last 7 years were on operations and technology).- Definition and execution of product discovery techniques to advance the status quo on what was being offered by the company.- Definition, validation and execution of dozens of problem interviews based on VPC (value proposition canvas) in 3 months (lots of traveling and get-out-of-office activities).- Substantial improvements on One Day Testing platform (includes coding activities), improving not only user engagement and retention but also providing the sales team with add-ons to improve sales processes.* 2014 and before- Oscillating between CTO and COO roles, but mainly working on COO duties. In the last year before migrating to product development, the team had almost 40 people.- Responsible for the successful creation and delivery of the company's products to the marketplace by managing technical risks and opportunities: making key design and implementation decisions with the technical teams; scheduling of tasks including tracking dependencies, managing change requests, and guaranteeing the quality of deliveries; and educating the team on technical best practices.

Responsible for providing appropriate guidance and efficient solutions for projects running on the company.

Varejo360 monitors more than 500k shoppers with precision and generates amazing reports with insights for retail and industries. Instead of working with predictions and estimates as traditional research companies do, our reports are based on tens of millions of real facts.

* 2016- Validation and execution of user acquisition strategies (PR and infomercial, besides content marketing and social ads)- Execution of many mobile app improvements (yes, I kept coding), back-end improvements and more A/B testing to prioritize new features- Successful launch of iOS mobile app- Definition and execution of a customer success process, besides user engagement and retention strategies to sustain and improve DAU/MAU metrics- Mobile apps reach hundreds of thousands of users with an average of 4.5-star reviews on app stores.- Validation and execution of B2B strategies (lots of meetings with potencial customers in different segments), besides coding activities to improve delivery processes and support on product development to evaluate new options.* 2015- Definition, validation and execution of mobile user acquisition strategies (content marketing and social ads) for a new spin-off (officially founded in 2016 and named as Varejo360).- Definition, validation and execution of mobile user engagement strategies, increasing DAU/MAU metrics- Execution of mobile app improvements (I was also coding) and A/B testing to prioritize new features.

I've been working since 2005 in the Software Engineering post graduate course held at Computing Institute. Responsible for all the practical activities on the subject "Verification & Validation" since 2005 with Prof. Eliane Martins. In 2007 I was invited by Prof. Regina Moraes to apply the same approach in the subject "Software Maintenance".More than 600 post graduate students were formed since the beginning of this partnership. In 2007 and 2013 I was invited to be the professor on the subject "Verification & Validation", and in 2014 I was promoted to Adjunt Professor in the same post graduate course.

One Day Testing makes software testing possible to all companies. It delivers a professional, comprehensive and independent feedback about software's quality, in just one day.We ran more than 1300 projects since 2011 and opened more than 45000 bugs (40% of them being of high impact). Our efficient method delivered high-quality feedback to more than 150 customers, including 6 brands among the top 50 most valuable brands in the world, and 15 brands among the top 100 most valuable brands in Brazil.

I've been teaching since 2018 in the Software Engineering postgraduate course held at UFSCar/Sorocaba campus. Responsible for all the practical activities on the subject "Software Quality", delivering to the students a deep practical knowledge and also relevant software testing theory.

OKNOK is a SaaS solution that helps advertising agencies optimizing the processes of creation, production and delivery of digital banners. The product was shut down in 2019.

Manager of the Independent Verification & Validation Team, responsible for a team of eight employees (on average) and six software systems. I answered straight to the general manager of the project.• Research and Development (R&D): work exclusively with software testing and applied research projects along with the employees in several areas of interest (specially focusing on efficient software testing); several technical and industry papers were submitted and five of them were accepted, including three experience reports.• Process: definition and implementation of the testing process (phases, roles, activities, tasks and metrics) and its evolution along two years; tests and defects management (audit, definition of checklists, worksheets and electronic text documents, support tools, root-cause analysis and stopping criteria), acceptance process of two software systems at Revenue Service of Brazil. • Administration & HR: Participation in several strategic meetings (definition of schedule and scope of work, communication process, test environment); management and mentoring of employees, hiring processes (interviews and content definition for technical evaluation of candidates) and internal training.Some numbers:• +5000 hours of experience in software testing, management of more than 40 test cycles with an average of 250 hours each during two years in six distinct software systems; In 2008, +3000 defects reported by the team managed (32% of the defects of high or critical/blocker severity, on average), +2000 hours dedicated to R&D on software testing.