Henrique Pimenta Email and Phone Number

Como Coordenador de Serviços Digitais, minhas atividades se concentra na criação e gestão de soluções intuitivas e funcionais, colaborando estreitamente com designers, desenvolvedores, equipe de produtos e stakeholders.Seguido as melhores práticas de engenharia de software e aderência aos padrões de codificação, promovendo a excelência técnica. Através de um ambiente ágil, colaborando em sprints e entregando produtos de alta qualidade dentro dos prazos estabelecidos e de alto valor para o negócio.Fomentar a adoção de boas práticas de codificação e padrões de projeto, focando em sustentabilidade, segurança, escalabilidade, riscos e custo. Também lidero a equipe de engenharia de software, atribuindo tarefas, definindo metas, acompanhando o andamento de projetos e desempenho, além de suportar projetos de desenvolvimento de terceirizados.Parte das minhas responsabilidades inclui a avaliação de novas tecnologias, processos e metodologias para melhorar a eficiência, qualidade das entregas e performance do time de engenharia.

Como Coordenador de TI, minha experiência se concentra no design e gerenciamento de processos de TI, com um foco particular nos serviços do portfólio da CSC. Tive a oportunidade de colaborar com diversas empresas do Grupo Algar, incluindo Telecom, Farming, Tech e a Holding.Liderei uma equipe multidisciplinar de serviços de TI, composta por profissionais de RPA, Data Analytics, Service Operation, Infraestrutura, Compliance, Auditoria e Acess Control. Nosso principal objetivo era gerenciar pessoas, riscos e custos, sempre com o objetivo de entregar valor e promover a eficiência operacional.Parte das minhas responsabilidades incluía a análise de tendências, o redesenho de soluções existentes e a realização de adequações regulatórias, todas alinhadas com os objetivos do negócio.Nesse contexto, conseguimos atuar com metodologias ágeis (Kanban/Lean) e frameworks de governança (ITIL/Cobit).Todas as nossas iniciativas foram gerenciadas com base em dados, com foco em ações estratégicas orientadas para maximizar a geração de valor.Tenho habilidades para gerenciar contratos e fortalecer conexões com fornecedores e clientes, sempre buscando criar sinergia e estabelecer conexões duradouras.

- Corporate IT focal point in Customer Operation and Projects with strategic role in defining, prioritizing and managing the backlog in order to increase efficiency through alignment with the company's strategy x customer experience; - Interface with the development team and internal areas focusing on Project Strategy and Developer Experience (DevEx); - Scope Definition, Requirements Elaboration, Stories Writing and survey of resources needed by the Development team; - Discovery, Journey Map, Persona and Roadmap. Focus on guaranteeing and evaluating deliveries with the objective of approving or denying the implemented functionalities; - Coordinate and manage Sprint planning meetings, orchestrating the team to ensure on-time deliveries and ensuring the quality of product delivery. Accompaniment of approvals and pilots; - Development, updating and review of project documentation/materials through risk signaling and mitigation plan; - Elaboration and monitoring of the schedule and status report with communication routines and project control checkpoints with the technical areas; - Meetings with customers to translate needs and requirements into clear and viable product visions; - Creator of the COM model, a customer operation model that helps companies understand the journey of their stakeholders through the evolution of processes and operational efficiency, ensuring alignment with business requirements and compliance.- Focal point and promoter of the committees on Artificial Intelligence and Agility within Corporate IT.- Highlight, for the projects implemented, for the reduction of the incident rate by 28% and improvement of the CSAT (Customer Satisfaction Score) of 32% comparing the first semesters of 2022/2023. RBAC process reducing from 15 days to 1 day the release processes and Zupper's performance in the project.

* Coordinate and manage Sprint planning meetings; * Define product features (Product Backlog); * Prioritize features according to business value; * Adjust features and priorities each Sprint as needed; * Ensure that the Product Backlog is visible, transparent and clear to everyone; * Ensure that the Development Team understands the Product Backlog items at the required level; * Ensure the quality of product delivery.

- Responsible for managing the Level 2 team, being aware of the operation of the business to facilitate the decision-making process, keeping the environment stable, considering the complexity of the environment and its sustainability with the monitoring of online services. Evidences/bugs analysis, problem handling application and customer interface. - Ensure inputs for specialists to assess and prepare for the anticipation of possible technical problems and suggest alternatives to avoid them; - Predict actions that enable greater stability and good user experience in the journey of using the product; - Create interface between the business area and product specialists in identifying improvements and analysis of internal processes for propositions, when necessary; - Study and analysis of the market in order to contribute to technological innovations, encouraging increasingly faster and more appropriate processes; - Highlight, due to the implemented projects, for the reduction of the network/solution incident rate from 10% to the proportional base in August/2020 to 0.5% in December/2020. SLA improvement from 85% in August/2020 to 90% in December/2020.

- Responsible for IT team management (Service Desk, Data Center and Projects) withstrategic role in adapting the positioning of the area to the business;- Ensure high availability of critical IT services, align demands, establish and monitor test schedule and team results, ensuring management of indicators, budget and profitability in the area;- Review and monitoring of contracts and services shared with the marketing, commercial, financial and customer service areas;- Highlight for the delivery of projects that resulted in the availability of critical systems at 99.35%, optimization of IT Infrastructure with virtualization projects, wireless networks, physical/logical suitability of the data center and security policies.- Implementation of a new environment generating greater availability of the services offered (website and Mobile APP) through an intense diagnosis of evaluation of services and suppliers. This project had a direct impact on the customers' perspective, especially on the service queue management system, with the return of greater reliability in information for online decision-making.- Responsible for the modernization of the operational park, improving the technological instruments available and making the organization's experience more efficient (workstations, printing/outsourcing park and systems integrations).- Implementation of the Corporate Portal and adequacy of communication policies with expressive returns in terms of speed and quality of internal communication;- Acting in the integration layer in the migration of automated exams plant (production).

Activities: Managing key users of the TASY project in the healthcare area, SADT, hospitality, support and attendance with business rules configurations, training schedules and adhesions. Acting directly with Philips consultants and infrastructure specialists in defining flows and processes inherent to production and homologation environments. Environment monitoring with availability rule settings, change management, and project step schedules. Interface with business operation teams and board. Risk and capacity assessment. Incident, event, requisition and issue management of key users and vendors involved in the project, based on the SLA. Tracking project hours, resources, registration and activities. Adherence to health sector regulatory standards. Definition and adequacy of available and personal data based on GPDR regulation.Results Achieved: 100% compliance with the expected schedule. Approval of all specialized assistance functions / activities during a project adherence phase.

Activities: Management of support level 3 teams (incident handling and assessment of improvement scenarios) and IT production operations for Telecom Italia Mobile Support (TM) Support & Operations (SSOM) for the Rating, Billing, Tax, Interfaces, Traffic, Collection and Collection (Billing and Financial). Direct action with a team of specialists (PL, SQL and Infra) and operators responsible for the billing and financial chain. Indicator monitoring through KPIs based on best market practices (ITIL, COBIT, PMO). Monitoring the operation of applications with validation and application of changes in productive environment and in pre-production. Management interface with weekly meetings with project leader. Capacity management, performace, risk analysis and continuous improvement. Management of tickets, incidents, events, requisitions, problems and levels of services based on service level agreements (SLAs).Results Achieved: Reduction in the aging of tickets from 120 days to 21 days. Solution SLA from 77% to 92%. Reduction in complaints inherent to the team's climate with turnover below 1%.Team formed by 16 professionals, being 4 specialists and 12 analyst working in shifts of 24x7.

Activities: Team management. Adequacy of the positioning of the IT area next to the business. Service desk, data center and projects. Ensure high availability of critical IT services. Investments and OBZ. Passing on the necessary guidelines for the design of activities; monitoring, review and management of improvement plans; definition and monitoring of indicators; Management of Events, Incidents, Problems and Changes; life cycle deployment of IT services based on best market practices (ITIL, COBIT, ISO). Adhere to regulatory standards and certifications. Management of outsourcing and budget contracts (OBZ). Information security and 3rd level of scheduling for emergencies and priorities established with the team.Results Achieved: Improved internal customer satisfaction in relation to IT services from 54% to 98%. Availability of critical systems from 76% to 99.35%. 100% adherence to IT control items on PELM, ONA, PALC, PADI, and ISO certificates. Infrastructure Optimization from 34% to 81% based on CoreI's Microsoft Assessment Tool. Integration of processes / financial systems and CRM. Member of the transition team after incorporation of the company by the Sabin Group (CRM, ERP, Network, Data Center and processes). Implementation and management of PACs.

Projeto PEP

Activities: IT infrastructure management. Promote environments for software factory and projects in production. Management of infrastructure, support and service staff. Ensure high availability of building infrastructure and IT. Create, document, deploy, make available and validate development, test and homologation and legacy environments. Follow up of maintenance contracts with suppliers and external customers (projects already delivered). Negotiation and management of SLA for internal and external clients. Event Management, Incidents, Problems and Deployment & Changes. Results achieved: Delivery of the ACHÊ project with all control items within the defined deadline. Documentation and structuring of the centralized knowledge base of all projects delivered and in progress. Deployment of DML and DSL.

Activities: IT infrastructure management for 5 distribution units and 2 factories, budget and support staff. Monitoring and management of more than 1000 devices. Technical team management with 12 remote employees and 3 locations. Management of events and incidents. OBZ and delivery of KPI for internal audits (PEV and PEX).Results achieved: First distribution center in the interior of the country and Minas Gerais to join the GSM network with data traffic with en-route requests (2003-TIM). Increase in first call resolution from 52% to 87%. 100% adherence to all IT processes for internal audits. Indicated to award national best practices with electronic equipment protection project of sales force (2004). FERAS 2005-2007 Award. Satisfaction survey from 63% to 96%. Turn over 5%. Attendance in 100% of SOX requirements for IT. Among the first 3 national IT leaders with 100% of meeting business requirements.

Supervisor do time responsável pelo service desk e implantação de ERP e CRM.

Estagiário atuando no suporte a usuário e implantação de CRM e ERP.