Daniel Giacon Email & Phone Number

State Of São Paulo, Brazil

São Paulo - Brazil

São Paulo, Brasil

São Paulo E Região, Brasil

- Redesigned the entire structure of the End User and Support Services area, definition of roles and responsibilities with focus on supporting the internalization of large, outsourced service contracts. Creation of technical tests, briefing and vacancy profile, monitoring the entire hiring process for both internal and external professionals- Benchmark with companies from different sectors, evaluating tools and methodologies, which served as a base for mapping and redesigning processes and procedures, supporting and enabling the adoption of the digital services model- Responsible for the project to transform customer service channels (Help Desk, Field Services, Customer Experience), with focus on financial efficiency and operational excellence, improving the experience and enabling remote work support- Implementation of the cognitive digital service channel (Chatbot) and human chat, available to more than 70 thousand employees, with focus on reducing 80% of technical support calls via phone and email, directing them to the most efficient channel (simultaneous calls). Creation of content for the Chatbot, workflows and processes redesign and integration with other support tools- Layout and scope definition of a new self-service tool for workstations to avoid / reduce between 30% and 40% support calls that did not require human interaction (installation scripts, application correction, maintenance of profiles, updates, resets)

São Paulo, Brasil

- Responsible for the diagnostic, implementation, and standardization of support processes and for promoting the IT services Continuous Improvement- Creation and management of a team with 6 service managers, continuous improvement process definition, focused on mapping and solving critical and recurrent infrastructure problems (Problem Management), through action plans and interface between the IT areas, follow-up and service review meetings with stakeholders- Continuous relationship with commercial branch executives (Customer Success). Responsible for IT quality and service levels for the entire Santander branch network in Brazil, composed of more than 2 thousand points of sale distributed among 16 regional offices reporting to distinct executives- Designed and implemented a unique critical incident support channel for the branches, implemented crisis management process with a multidisciplinary team, end-to-end monitoring and differentiated reporting to regional leaders- Management of a technical team, specialized in self-service equipment (ATMs), focusing on implementing the Problem Management process and root cause analysis, predictive analysis mechanisms for hardware and software failures (statistical model, based on information from the internal monitoring system and events history, behavior in each location, volume of operations, among others)

São Paulo Area, Brazil

- Organizational redesign of the On-Site Support team, redefinition of roles and responsibilities, development of Coordinators (Team Leaders) and senior team, remote management processes implementation for more than 30 professionals in 14 distinct offices in Brazil- Design and implementation of the IT asset management processes, reducing asset loss, ensuring a better distribution of resources and a gradual reduction in obsolete equipment (from 80% to 30% in 4 years)- Leadership of two IT integration projects as part of the acquisitions performed by EY (tax audit and digital marketing companies)- Significant service level improvements in the printing outsourcing contract, reducing service disruptions by 70% and achieving savings in total printing costs

São Paulo Area, Brazil

- Organizational redesign of IT Support and IT Identity Management teams, redesign of roles and responsibilities, processes, and service levels- Responsible for the recovery of outsourced Service Desk operations, significantly improving key performance indicators by 35%: (first call resolution, avg. speed to answer, abandonment rate)- Implementation of ITIL-based Problem Management practices with the team, which contributed to a 75% reduction in critical incidents and service disruption in 18 months- Establishment of Service Management methodology, through service review meetings with the main business areas, including regional offices throughout Brazil, which contributed to a 25% increase in satisfaction survey rates- Responsible to evaluate and drive the replacement of the Service Desk contract/vendor, increasing scope and services, aiming to reduce the operational costs by 20%

São Paulo E Região

Implemented the support model for Procurement tool that was launched without the involvement of the IT area.

São José Dos Campos, São Paulo, Brasil

- Management of the IT Support merge and integration project between Mars and Wrigley, responsible for the support processes and service model definition, tools, knowledge and training, communication with stakeholders and users. Post-implementation workshop presentation in Chicago, with the participation of the senior leadership and stakeholders of the two organizations- Expansion of Service Desk service scope to 8 countries (Spain, Portugal, Puerto Rico, Argentina, Chile, Colombia, Venezuela, Peru)- Improvements in Service Desk key performance indicators (Cost reduction of USD 200K / year; First Call Resolution increased from 58% to 80%; call abandonment rate reduced from 12% to 2.5%; average wait time reduced from 60s to 12s; customer satisfaction rates increased from 87% to 92%) after integration with Wrigley, a company acquired by Mars- Responsible to drive capacity and efficiency analysis of the Global Service Desk teams in Brazil, China and Russia, focusing on identifying synergy and improving processes

São José Dos Campos, São Paulo, Brasil

- Definition and implementation of a service transition process (Take-on) in the support cells, standardization of documentation and methodology to monitor new projects- Implementation of Premium support for executives, family members and the Mars board (a group of less than 40 users), ensuring dedicated resources and superior service levels- Focal point for the crisis management, critical incident communication process- Active participation in the transition of IT support services from USA to Brazil, working locally for 4 months in West Chester PA and training new team members hired to work in Brazil- Leadership of problem management activities (root cause analysis / trend analysis) in various technical areas (Data Hosting, Messaging, Desktop Services, Legacy Applications, and Mobile Services) that contributed to a significant reduction of 25% of critical incidents and 55% service requests per 1000 users

São Paulo Area, Brazil

São Paulo Area, Brazil

Mba, Gestão Estratégica De Ti

Bacharel, Computer Science

Ensino Médio - Técnico, Eletrônica