I worked in the management of mobile application development projects, being the interface between the product teams, development partners and IT teams, in addition to remodeling the management and production processes with a focus on increasing productivity and scale.

As responsible for the project portfolio of the B2C sales department, I acted as a link between management and operation, ensuring the monitoring and visibility of topics, methodological support to project managers, assuming the management of highly relevant initiatives. I also answered for the budget monitoring and control of the portfolio.

Caring for the team's motivation, development and integration, I oriented diagnostic studies identifying the clients' pain. Once identified, the pains were monitored through the results obtained by the pilot actions proposed by the team. Based on mining and statistical control of processes (SPC), we now monitor the behavior of the indicators, signal and justify any deviations, contributing to the achievement of strategic indicators and providing support for decision making.

Acting as project manager based on the PMI, I mapped opportunities, planning, specifying, defending and conducting the financial director's projects, working in partnership with the business areas in order to execute the project according to the scope, deadline and cost expected. Preparation of status reports, business case, feasibility studies and financial return (ROI), as well as impact analysis and negotiation of scope changes with stakeholders. Contributed to the methodological restructuring of the project area, as well as its dissemination through internal training. Controllership support by mapping opportunities in two regions, which, once identified, became requirements for a new project. I was part of the PMO team responsible for integrating the ERP of the America Mobil group in Brazil.

Implementation of a process area by mapping, documenting and improving processes, structuring and disseminating the concept of quality and management by indicators. I started to plan, structure and manage projects and later to coordinate a team of development analysts, being responsible for transforming the needs of the business areas into system requirements and controlling the deliveries of the IT team.

I carried out the mapping and documentation of the end-to-end business processes incorporating performance indicators used as a reference for the adequacy and redesign (as is - to be) of the process. Implemented and managed a project office (PMO), statistical control and process management in order to support the cycle of continuous improvement.

Graduated in 1st place in his class, I acted as leader of maintenance of micro-hydroelectric plants, instructor, company commander and field operations officer in the Amazon region. Later I became responsible for the quality management section, representative of the managerial excellence program, as well as for the supply operations (arms and ammunition) of the state of SP.