As the leader of the Product Team in the Ordering Business Unit, my challenge is to create an integrated ecosystem of sales channels that revolutionize the way we drive sales and manage data for major brands in the Food & Beverages market.Currently, the BU consists of 5 development squads, divided into Sales Channels and Core Manager, each with distinct responsibilities, working in parallel to build a complete digital retail management ecosystem for major brands, as detailed below:Sales Channels: Comprising three development squads responsible for creating brands' sales channels, such as digital apps, self-service kiosks, and point-of-sale (POS) systems. These teams have successfully digitally transformed renowned brands like Starbucks, Subway, and TGI Fridays.Core Manager: Consisting of two development squads that centralize key restaurant operation information and provide data to the sales channels, as well as manage all sales within the ecosystem. These teams have successful case studies in digitally transforming brands such as Starbucks, Subway, and TGI Fridays.

Squad Lead de um time crossfuncional constituído por 15 pessoas das áreas Engenharia de Software, Design, Engenharia de Dados, Analytics, Operação e Payments. Com foco direto no desenvolvimento do business e na escalabilidade de produto e processos. Atuo diretamente com planejamento estratégico e execução de atividades que envolvem serviços Cloud, contingência de operação, consistência de dados, discovery contínuo e teste de usabilidade.

Responsible for ensuring APP (Android and iOS) and WEB value delivery to customers through a team of 14 people working at Shell Box Empresas, a B2B2C fleet management solution for companies. Results: No productive bugs; Projected 10% improvement in usability journey in the transaction funnel; Monthly value deliveries; Structuring the Discovery process; Clarity in the business vision in the product roadmap; Monitoring and acting on performance metrics; Report and alignment with stakeholders and external partners.

Dedicated work in the construction and launch of the Shell Box Empresas product, with strategic actions in the development and prioritization of market innovations, data analytics for decision making, product ramp-up, mapping and continuous improvement of support processes and integration of app operations with all internal areas involved.

Responsible for the relationship with commercial partners, involving the strategy and performance of the Shell/Raízen heavy fleet product in Brazil, including results-oriented management, network control and improvement, process structuring and customer experience. Results: Record Expers performance indicators and anticipation of sales at Shell's gas stations.

Leadership of a team in a project in the Raw Material Center - RMC, introducing tools for automating internal and external processes of the company, applying and developing machine learning in the operations of Johnson&Johnson's RMC sector in São José dos Campos.

Responsible for a team of 7 people, with activities like restructuring of OPEQ project, becoming a reference for an internal initiative to improve the infrastructure of the Chemical Engineering course with various engineering projects, entrepreneurial activities and team leadership.

Leadership of a team of 7 people from the commercial team in the development and achievement of customer prospecting targets, negotiation and new project goals. Results: at the end of my management, the company hit the project and billing goals reaching all the established objectives.

I perform together with a team of 3 people, a mechanical project of innovation in the health sector for a client in the Brazilian northeast. Intense learning of tools and habits of the commercial sector of the company, in addition to direct experience with all our customers, seeking to meet and solve their biggest problems.

Intense immersion in the company's culture and values ​​as well as in the principles of the Junior Company Movement (MEJ) in addition to designing and presenting, together with a team of 5 people, a project to adapt to the NR-12 for two heavy machines.

Responsible for the propulsion team, coordinating 6 people in tasks such as developing new rocket engine designs for missions up to 1km in height, new formulations of propellant production methods; resulting in a large increase in engine power. Such increments later generated visibility and recognition for the team. At the end of my tenure, our team won the first Beyond Rocket Design titles in a university competition with highlights for the most efficient engine.