Continuously working with global and local leaders to ensure that technology services are delivered and supported in Latin America, meeting, above all, the needs and peculiarities of the Region, always maintaining alignment with the corporate strategy of PMI-Worldwide (Headquarter).I accepted the challenge of leading the implementation of SAP (Horizon Project), serving all areas of the Company (FI, MM, EWM, SD, PP, CO-PA), in a 7-month project - executed “on-time” and “On-budget”.My main challenge is to structure the Latam IT area to support business growth and modernization, creating reference architecture, standards and practices, adopting agile methodologies and updated management practices, focusing on "Digital Transformation" and modernization of the Company.In parallel, a new challenge arises where I am responsible for building the Integration Portal (Open API and microservices), Transport Management System (TMS), Implementation of Analytics Solution (SAP Analytics Cloud - SAC) and Implementation of "Contact Center" .

Initially responding for the implementation of the company's global ERP for Latin America (rollout), I carried out a deep and detailed research on the adherence of the current solution (Oracle EBS) with the needs of the local business. As a result, after a year and a half of work and carrying out a “software selection”, we opted for the adoption of SAP (S4 / Hana) in private cloud (SAP HEC), taking an important step in the “Journey to Cloud".

Responsible for the development of the Committee to discuss the interests of Oracle partner vendors in the Applications ecosystem. Serving as a facilitator for partners with Oracle and defending the common interests of these vendors with the manufacturer.

Oracle Applications Users Group Brazil - ORAUG-BR is a non-profit organization that supports companies that use such applications. During my tenure as President-elect of the Board of this entity, I had the opportunity to promote its consolidation as a legal entity and to lead the interests of the user community by promoting face-to-face and virtual events (webinars), promoting the discussion of the main issues raised by Customers and the respective solutions proposed by the manufacturer.

Management of the ERP implementation project (Oracle EBS) at the Brazilian subsidiary of World Fuel Services - WFS, a global fuel distribution company (aviation, navigation and automotive) based in Miami FL (USA). In this project I had the opportunity to interact and negotiate the interests of the project with the main business and technology leaders in Brazil and with the global IT leadership, both for the consultancy and for the Client.

I worked in the restructuring of the IT area, promoting optimization of relevant personnel costs with an increase in the quality of services. I also had the opportunity to conduct a thorough analysis of Management Systems adherence to replace the Current ERP (Oracle EBS), as well as by the strategic IT planning to meet the future model of centralized operation (CSC). I promoted the development of IT Governance, through the implementation of ITIL processes and and also worked on adaptation of the technological park of servers and network security devices.

During my role as IT leader, I developed and implemented the first Departmental Project Management Office that was responsible for the Implementation of the Enterprise Asset Management and Operation System of the Jirau Hydroelectric Plant (IBM Máximo). This office also undertook, under my direction, the review of the ERP processes (Oracle EBS) to adapt the Plant's operational phase, adapt the technological park of servers and network security devices in the offices and the plant, evaluate and implement the new Human Capital Management System (Rhevolution) and planning of the own Datacenter project (safe room) to be implemented to attend the UHE-Jirau plant in RO.

Reporting directly to the Senior Leadership Team (CEO and CFO), being responsible for the entire IT budget(Capex and Opex), I had the opportunity to execute important projects for structuring and developing the IT area, creating positions and developing the skills needed to meet strategic objectives, strongly guided by merges and acquisitions (M&A). With this team I had the opportunity to implement IT best practices and Governance concepts (ITIL, Basic Architectural Concepts - Togaf ADM), as well as project management (PMBOK) - through the implementation of a Project Management Office.With the support team, we stabilized and improved the management practices of front-office (Amadeus Hospitality), back-office (Oracle EBS) and Satellite Systems (Mastersaf, Gesplan, ADP, Nfe, POS, GDS) and the respective integrations among all the systems.The project and implementation team's focus was on ensuring the continued rollout of newly acquired hotel units (M&A) in reduced time and with quality - 10 new operation units in 2 years (RJ, DF, SP, RS, PA, MS and SC).The project office also had the objective of planning, executing and controlling infrastructure projects, such as creating a contingency site, disaster recovery plan (DRP), restructuring the data center and implementing a Service Desk tool and processes (Management Incident, Problem Management and Versioning Management).The research and development team focused on the search and evaluation of new solutions, such as Revenue Management System and Hospitality Automation.

Global and local relationship with Informatica CorporationDevelopment of data integration solutionsRelated knowledge areas:Systems MigrationsData qualityFraud identificationInformation Lifecycle Management (ILM)