- Invited to set up a comprehensive marketplace through the bank's channels- Building the team (190 employee and sub-contractors), contracting suppliers, designing technology strategy from scratch (development and management teams, product delivery strategy, DevSecOps, cloud environments, business and technical architecture, partnerships)- Evaluating marketplace technology companies for acquisition/partnership - Marketplace launched in 8 months, running with Net Promoter Score (NPS) of 60+ - Contribution to new business strategy at Itaú as well as redesigning loyalty and benefit platforms- New loyalty platform delivered in 10 months, reduced technical incidents by 80% and provided a loyalty as service capability in order to fulfill different business needs while also saving up to 40% of costs comparing to the previous solution- Responsible for the 'iPhone forever' product and Samsung store in Itaú

- Digital transformation case: https://aws.amazon.com/pt/solutions/case-studies/redepci/- Responsible for a team of 150 employees and 150+ sub-contractors divided into 3 integrated communities/tribes according to the SAFe agile framework (agile at scale)- Processing & Settlement: accounts payable and receivable between card issuers, card companies and points of sale, accounting, and legal obligations, processing the entire financial layout of Rede (over BRL 500 billion/year)- Salesforce for field services, Sales Executives and CPQ (Configure, Price and Quote) for 2,500+ users- Data Warehouse/Data Lake comprising all data disciplines of the company- Digital Channels: website (www.userede.com.br), iOS and Android Apps, with increased penetration level. 100% cloud solutions on AWS, including 15Tb+ of information in DynamoDB- July/2020: App UseRede Android: score 4.5 - First place among Acquirer Apps in Brazil- Management of Rede technology year budget- Agile management by indicators, value engineering in prioritizing demands- Consistent proactive agenda related to cost efficiency modernization through DevOps, modernization of legacy platforms through bottleneck analysis, lift and shift method among others

- Development, Portfolio and Channels Product team restructuring - Rearrangement of the CRM team in campaigns, DBM and Digital Analytics, with full digital focus- Analytics Day launch aimed at integrating the company with this topic- Delivery of mass hypothesis testing platform (Exponential Testing)- Integration between business intelligence, commercial areas, and technology- Assessment and action plan for the company's analytics maturity (analytics as a product)

- Engineering team set up, with 4 direct reports, 30 employees, 50+ sub-contractors and 10+ suppliers- Stabilization of Oracle Siebel Loyalty, two e-commerce technology platform migrations, including marketplace implementation in Oracle Commerce (ATG), a world reference in the loyalty programs market and creation of self-service portals- Reduction of revenue loss of approx. BRL 15 million/year - Technology innovation through Mobile app launch (second in its category in the Apple Store), with more than 3 million downloads- Design and delivery of a Data Warehouse and predictive analytics models- Design, set up and operation of the analytics business area: 10 statisticians for advanced studies related to analysis of propensity, segmentation, and other studies, presenting over 30 models in the first year of operation

- Responsible for IT for the startup of the company in Brazil, managing team of 20 running local and offshore projects, responsible for all IT definitions with direct report to the CEO.- Innovative leadership using cutting edge technology at the time, with full platform development in cloud (Azure) as well as methodology using Scrum (Agile) to manage a multicultural team including members in Brazil, USA, Canada and India.- Tax Platform delivered in 4 months with ZERO outage during 2012 tax season

- Responsible for all development and second level tier support of Claro's prepaid platform (44 million customers)- Management of 35 resources and multiple suppliers, platforms, and partners- Team allocation by product/business orientation into four specific units with multidisciplinary scopes

Architecture & Migration Lead for the Claro Corporate Plataform project (CPC), implementing Amdocs CES 7.5 EPC, AMSS, OMS and CRM.

- Management of the development team composed of 16 professionals- Team restructuring, redefining roles and responsibilities, saving 10% in OpEx- Leadership of the Provisioning and Postpaid Billing areas for number portability and 3G launch- Management of the Network Provisioning system replacement, resulting in savings of 40% yearly - Project design and delivery of the first “my account” web platform for mobile carrier in Brazil in 2006

- Responsible for the knowledge phase-in for the Customer Care module of the postpaid billing system- Leadership of postpaid promotions and cross-areas projects, such as prepaid registration for IVR- Prioritization of demands and negotiation with business areas- Technical leader in the upgrade of the billing platform into 4 different versions

- On site technical lead for the company development team, directly allocated on the client's site, Brasil Telecom (Mobile Carrier)- Commercial proposal design, management of deliverables and release set up

- Requirements analyst for postpaid projects within various system modules- Developer in Amdocs Ensemble system (PowerBuilder, C, Bea Tuxedo)

Developer of corporate systems received from US-based headquarters

Developer of in house corporate solution using Powerbuilder, C and Sybase