Portfolio Management of Financial Solutions Projects - PPM | PMO | Product OperationsCredit | eWallet | Payment MethodsBrazil, Mexico, Colombia, Peru, Ecuador, Dominican Republic, and South AfricaDevelopment of the Project Office, responsible for monitoring, risk management, critical path control, preparation of executive reports, and systemic view of simultaneous international projects. Also focused on ensuring alignment of demands and expectations from different internal and external stakeholders, always guided by strategic goals and objectives. In this way, I ensure compliance with established deadlines and the achievement of desired results.Through monitoring KPIs, we prioritize and revise initiatives, evaluate critical definitions, and make decisions.BEES is a Fintech: AB-Inbev's B2B Platform that offers financial solutions [Credit, Payment Methods, and Digital Wallet], present in 20 countries with 3 million active users per month.

Strategic PlanningPPM-PMO-VMO- Responsible for designing and implementing the Project Office. I developed processes, databases, controls, routines, executive reports, strategic and operational indicators, as well as engaging the stakeholders. With this, we achieved comprehensive monitoring of the development and costs of approximately 300 projects budgeted at 500 million Brazilian Reais, covering infrastructure, IT, maintenance works, and special projects. As a result, we achieved a 99.5% accuracy rate in relation to the budget forecast for the CAPEX of the year.- I also developed and implemented the process for Budgeting and Prioritization of the following year's CAPEX, following the rigor defined by the Project Office. Over a period of 5 months, we conducted several workshops where we clarified goals, compared benefits, analyzed synergies, budget limits, and prioritized portfolios. As a result, we were able to define the investment plan that met the requirements of the Cosan Group's Board.- I participated in the Financial Feasibility Analysis process, where we assessed the maturity of project plans, cost feasibility, and estimated benefits such as revenue increase, cost reduction, strategic alignment, qualitative benefits, risk mitigation, urgency, and criticality. Approved plans could proceed to the prioritization stage.- Completing the investment lifecycle, I also took part in the Post-Investment Assessment (PIA) process, where an audit was conducted on the results achieved by the projects, based on the estimated benefits from the prioritization stage. As a result, we produced a lessons-learned report for knowledge management and future planning purposes.

Strategic Project ManagementLeadership Development Program, where we had to work on projects in unfamiliar topics (outside of our comfort zone).-In the first semester, I led the compliance project with the LGPD (Brazilian GDPR- General Data Protection Regulation) in the Legal Department. In this role, I was responsible for conducting gap analysis, defining initiatives, and planning the compliance process.-In the second semester, I had the opportunity to redefine and optimize the prioritization and development process for technical training. Through this initiative, I fostered closer collaboration and interface between the Operations and Quality departments, implementing rituals and standardizations tailored to their specific requirements.

Route to Market - Sales and Distribution - Trade Market-Reducing out-of-stock in retail: Data intelligence for optimizing the sales mix, minimizing product out-of-stock occurrences in retail. I developed a tool that provided data-driven recommendations for the best mix tailored to each individual retailer. The suggestion took into account not only historical data but also benchmarking by location, type of retailer, most profitable product, among other variables. Within a month, there was a significant reduction in out-of-stock instances, leading to recognition from company directors.-Operational Plan: Annual resource optimization planning, where we calculated the geographical distribution of sales structures and deliveries based on sales projections for the following year. The company had around 800 delivery vehicles serving 200k retailers in approximately 5,000 cities nationwide.-Outsourcing of delivery operations: Planning the outsourcing of delivery operations, including defining pilots, performance metrics, and risk management. Creation of a Best Practices Guide for service providers, containing all the necessary information for carrying out the activity.-Monitoring performance of delivery and sales operations: Executive reports with operational metrics, areas of concern, improvement suggestions, and proactive actions to mitigate the risk of failures.

Logistics Infrastructure Optimization ProjectStudy on defining the geographic dispersion of Maintenance, Repair, and Operations (MRO) parts inventory for aluminum mines machinery. The study aimed to present scenarios and guide decisions regarding operational cost reduction.

ConsultingPerformance Improvement - Supply ChainRio 2016 Olympic Games Organizing CommitteeDevelopment of the Supplier Certification Program, with a focus on event safety.Establishment of a Project Management Office (PMO) for the Transportation Customer Service area.Involvement in the Distribution of Fuels for Generators.

ConsultingPerformance Improvement - Supply ChainEmerson Process Management [Industrial Automation]Involvement in the Purchasing area for the automation project of a Petrochemical Complex (Comperj).ValeDevelopment and implementation of the supplier relationship channel;Performance improvement in the Certification and Registration of International Suppliers.

ConsultingPerformance Improvement - Supply ChainPetrobras DistribuidoraPreparation of the business plan and feasibility study for the Truck Driver Support Center.Libra Terminais [Integrated Logistics]Project for identifying opportunities for providing logistics services in Rio de Janeiro.