Techplus is a consulting and engineering company: startups development; operational turnaround; quality improvement; electrical and telecommunications engineering; information technology; industrial automation. Cases: Alta Rail Technology, Açúcar Guarani (Tereos), Petrobras Group.

CASE Açúcar Guarani: responsible for analyzing operational processes and optimizing the use of information technology and telecommunications. The consultancy covered all operational units (manufacturing plant, agriculture, field vehicles and machinery).• Analysis of the operational processes with more impact in costs and revenues, recommending adjustments, automation and improvements in the operation and/or existing automation. This was part of a preparatory work for the sale of the company, subsequently well succeeded, for Tereos (France).

At the Business Unit in charge of Corporate Clients, we provided complex telecom and IT projects, consulting services and infrastructure outsourcing.• Acting along with commercial divisions, managed a team whose work resulted in the closure of contracts that generate new revenues of approximately US $ 60 million extra every year since 2006. Some cases: Vale, Amil, Casas Bahia, Pão de Açúcar, Telefonica Movile Peru, Vivo, DHL Latin America, Abril, Sodexo, TAM, Votorantim, SBT, Microsoft, DASA, AES.• Training, integration and management of teams of technical and business consultants with multiple skills, located throughout the country. (cases: Telefonica Soluciones, Telefonica Empresas and Vivo).• Development and application of valuation methodology for achieving goals and its reflection in determining the bonus for performance, establishing a meritocratic management practice in the division. I was also responsible for merging the operation of TMS in Telefonica Empresas. TMS - Telefonica Mobile Solutions, a subsidiary of Telefonica Moviles Spain, was a supplier of IT services and OSS / BSS platforms for Vivo.• Successfully conducted the extinction of TMS without operational disruption, as well as preventing labor, tax and financial burden.• Maintenance and expansion of the TMS contracts, recurring revenue of US $ 4.2 million / year, which were fully ported to Empresas (cases: LBS, NOC Vivo, Pre – Paid Platform).

Wholly owned subsidiary of NTT Japan, operates in Brazil focused on the Japanese corporate clients. Was responsible for establishing the technical and commercial operation in Brazil of the NTT network services.• Implementation of infrastructure and startup of telecom and Internet services in Brazil.• Prospecting of about 200 corporations in Brazil, after conducting a market research specified and developed jointly with the Yankee Group.• Advising executives from Japanese headquarters in the analysis of the opportunities for investments in Brazil.• Conducted the CASE Petrobras:o Responsible for the strategic and management of private telecommunications network consultancy, covering all operational units located in Brazil, and also the international operations;o Analysis of the operational processes with more impact in costs and revenues, recommending its automation and/or improvements in existing operations, applying all quality standards from NTT (a global benchmark);o Implementation of a project to leverage the services supplied by Petrobras Network. New operational practices as well as KPIs were implanted, resulting in significant improvement in the quality of the services provided;o Analysis of a business opportunity to create a new revenue estimated at US $ 200 million + / year: building a fiber optics network on the pipeline network, adding to Petrobras a backbone capacity to become a “carrier for carriers”, in a good timing – the beginning of the growth of the telecommunications market in Brazil.

Brazilian startup privately held, developer of networking products with high technology. I was co-responsible, together with founding partners, for the development and professionalization of the company.• Growth in revenues from USD 800,000 to USD 18 million.• Development and implementation of the strategic plan.• Organization of sales, customer support, marketing and human resources departments.• Development of suppliers and business partners.• Organization and development of a business unit dedicated to serve corporate clients.

In the business unit CSG (Consumer Services Bank Group), responsible for the commercial bank and the credit card unit in Brazil, I managed the Financial Planning and Control team for the VP in charge of Technology, Premises and Branches Backoffice.• Analysis of investments in the technology area. (+ $ 5 million / year).• Renegotiations of internal contracts for the provision of IT and telecom services for business units of the bank (+ USD 15 million / year).• Preparing annual and quarterly reviews of the Business Plan of the CSG.• Automation of the process of calculating the monthly P & L statement of the business units, reducing the time (from 12 to 3 days) and the dedicated headcount, and improving the quality of the information delivered.

Started his professional career as Intern (1980) in Embratel, where later served as Trainee Engineer (1981) and Head of the Data Communication Services (1982-83) in Bahia. From April/83 to April/86, worked at Banco Economico (now Bradesco), becoming the Manager of Teleprocessing and Networks. From May/86 to February/88 served as System Application Development Manager at Banco Boavista (now Bradesco), managing projects and optimizing processes in the departments of systems development and operation of the datacenter.