Customer service management (SLA/ITIL) and Support team Management. Tickets classification, based on SLA e priorities. Service Level Management, Ticket queue management controlling, distributing, prioritizing, categorizing and ensuring quality service according to SLA and tickets priority.Meetings with the client collecting information necessary to carry out analysis of incidents, problems and/or detailing new features and system improvementsTechnical IT recruitment Team… Show more Customer service management (SLA/ITIL) and Support team Management. Tickets classification, based on SLA e priorities. Service Level Management, Ticket queue management controlling, distributing, prioritizing, categorizing and ensuring quality service according to SLA and tickets priority.Meetings with the client collecting information necessary to carry out analysis of incidents, problems and/or detailing new features and system improvementsTechnical IT recruitment Team performance management with Feedbacks, individual development plan (IDP) and Balance Scorecard Methodology (BSC)Team Activities follow up with Daily meetingsE-Commerce, ERP Nucci WMS and Nucci TMS Show less

Responsible for MV System (SOUL and PEP – Electronic Prescription). Since the hospital start up worked to deploy the hole system which integrates all hospital processes. The system manages medical, healthcare, administrative, financial and strategic information, providing a more efficient management and improved care for patients. Provided support to all users, training, system configuration, reports using SQL, interface with MV for opening and following up support calls.

Coaching - Personal development, emotional intelligency, leadership, Quality of life.

Strategic Planning Manager - 2012 to 2015Reporting to the Executive Manager of the unit, responsible for management, leadership and development of 3 areas: Quality assurance area, Communication and information area, and the Project management office (PMO).Project Management Office (PMO): control of the portfolio of projects of the Organization; Definition of project documentation; Preparation of terms of opening projects, Action Plans, cost sheets, schedules, monitoring and… Show more Strategic Planning Manager - 2012 to 2015Reporting to the Executive Manager of the unit, responsible for management, leadership and development of 3 areas: Quality assurance area, Communication and information area, and the Project management office (PMO).Project Management Office (PMO): control of the portfolio of projects of the Organization; Definition of project documentation; Preparation of terms of opening projects, Action Plans, cost sheets, schedules, monitoring and evaluation plan; Control and validation of the project documentation.Quality assurance area: Deploying quality program based on ISO 9001. Standardization of all documents used in the company. Implementation of the GED DocNix Blue for documentation, control and approval, control flow indicators, non-compliance, action plans and audit quality control. Coordinating the implementation of 5S program.Communication and information area: Development and validation of communications to ensure the security of the information communicated in the company. Deploy intranet and we update and system maintenance. Preparation of management reports and statistics.Information technology manager - 2009 to 2012Reporting to the Superintendent was responsible for managing IT and some projects and the IT development area, leading the team with new hire restructuring and readjustment of positions and salaries. In two years the area has increased its staff in 50 quantitatively. Qualitatively, there was growth of internal team and the recognition of suppliers and users. IT won respect in the organization. Team of 12 analysts Show less

• Gestão da área de TI, Controle de portfólio de Projetos, Controle de Roadmaps e KPIs• Orçamento e Negociação com clientes e fornecedores. Implantação de sistemas e treinamentos.• Sistemas administrativos: SAF (SETAPE), Datasul, Infosaúde, RM, DocNix, Bionexo, P3Image,Principais conquistasEm dois anos a área aumentou quantitativamente seu quadro em 50%. Qualitativamente houve crescimento da equipe Interna e o reconhecimento de fornecedores e das áreas usuárias. TI… Show more • Gestão da área de TI, Controle de portfólio de Projetos, Controle de Roadmaps e KPIs• Orçamento e Negociação com clientes e fornecedores. Implantação de sistemas e treinamentos.• Sistemas administrativos: SAF (SETAPE), Datasul, Infosaúde, RM, DocNix, Bionexo, P3Image,Principais conquistasEm dois anos a área aumentou quantitativamente seu quadro em 50%. Qualitativamente houve crescimento da equipe Interna e o reconhecimento de fornecedores e das áreas usuárias. TI conquistou o respeito na organização e ganhou a parceria das áreas usuárias que compartilham na tomada de decisões. Show less

2008-Software factory of CPqd – Senior requirements analystReporting directly to the project manager worked on the analysis of requirements, use cases, test scripts, training and systems implementation.2003 to 2007- Billing systems sector – Senior Systems AnalystReporting directly to the functional manager acted in functional specification of requirements, use cases, vision documents, responses to RFPs, user support, planning and execution of training for 120 users… Show more 2008-Software factory of CPqd – Senior requirements analystReporting directly to the project manager worked on the analysis of requirements, use cases, test scripts, training and systems implementation.2003 to 2007- Billing systems sector – Senior Systems AnalystReporting directly to the functional manager acted in functional specification of requirements, use cases, vision documents, responses to RFPs, user support, planning and execution of training for 120 users, international projects Show less

Reporting directly to the Deployment Manager, coordinated the team of requirements, development and testing, monitoring activities and training schedules.

Reporting to the regional project manager realized the local project management, a long-term project and high complexity whose goal was to migrate the legacy IBM system to BSCS-Business Support System Control System ensuring the availability and operability of the company. The new system modernized the company adapting it to the requirements of the cell phone market in Brazil.

Reporting to the systems manager worked with documentation, analysis, requirements gathering, functional and non-functional, software development, System testing, approval, deployment and training users.