After my first 2 years working in a Government Development Bank with financial projects in commercial credit, today I face the exciting challenge of working with projects in agricultural credit, an important part of our GDP. It's a beautiful and important opportunity to address and solve our client`s pains as well as helping develop our region, which is at the end of the day, our mission.Leaving my comfort zone, I moved from a state to another on 2017 to deal with this challenge. In that time I had never stepped on a farm. Scary but, at the same time, exciting. By the end of that year, me and my partner reached 147% of our goal and in 2018 we placed our client’s portfolio on first place in the company ranking (paired with 2 more colleagues), reaching 152%, achieving a 5 stars score, 100% of compliance and one of the best project quality indexes of our state. I realized that it is possible to work and thrive with new products in a strange and strongly regulated universe: the banking industry in Brazil.My company gave me the mission of validate agricultural projects and sell government funds to finance them. Costs, production, seasonality, valuation, revenues, market, viability, sustainability, payment ability, normative framework, compliance with Brazilian laws, a ton of variables. That's 50% of the work. Data analysis. The other half is relationship with customers and with the chain of analysis and approval. From core management to IT and other collegiate decision teams.But overcome this mission isn't enough, at least for me. Beyond that, I'm always trying to innovate and optimize every process or product I touch in an scalable way, aiming to exponentiate the efficiency of our mission.These results have led me to go to other bank branches to help them and teach them the way I work, as well as gave me the opportunity to give insights in other projects and products. In a Bank, creating products from a branch, and not the HQ is an outlier achievement. Checked.

I brought the company to the digital world, convincing the board of a family run company to take risks. How? By benchmarking competitors, analyzing buzz and successful social networking cases and more. I hired software's companies to rebuild the website and create an online store. Coordinating a small team, we created and managed profiles and campaigns in social networks. We also managed online sales, CSC, content marketing, online marketing actions and search engine optimization (SEO) techniques.We achieved break-even billing for the online store, helped to create new products, changed the packaging of some other products, discovered a niche that we did not have the slightest idea that existed: the thickener. It is used to thicken food for people who have difficulty swallowing (or who are in this condition for a while due to surgical procedures). Always analyzing data, we detected patterns that indicated a high level of online sales of the thickener, clients that bought the product influenced by other clients and a big recurrence of sales for the same clients. After that, we found out that the competitors were applying a giant markup in the same product, even with the input being very cheap. We increased our market share by beating them in price and marketing. The thickener became the number one at online store, bringing new partnerships with health centers and reflecting in the strategy of physical sales

We were 16yrs old, when me and my friend created a Startup of Digital Coins Trading.Ragnarok - A MMORPG with hundreds of maps and thousands of players that run 24/7. The game´s objective is to become as strong as possible, lead a team with several characters and conquer castles. There were only 25 castles for an average of 20 thousand people logged in simultaneously, an exciting challenge. And opportunity too. We found out that a big war needs a ton of supplies.So, we created bots (open source and Perl based). We developed macros to optimize and scale the production of items, increasing our Market Share and exchanging virtual coins for “real world coins”.For many years, my partner and I were the most successful players in the Country (for a long time it was the most populous game in Brazil). We then bought a Cybercafe to run more bots while people were playing and exponentiate production at night. This business model delivered outstanding results.With the exponential growth of the game and its online marketing we found a gap. More than 1k players selling items simultaneously, being more than 12k items, 24/7. They needed to search store by store, in each player’s store, to find what the wanted. So, a search engine of marketable items within the game. We set a bot to put every store of every player in a DB an update in each 8 minutes, and a website where players could search the items. When they searched, the website showed: all sellers selling the item and theirs prices, sellers’ nick and location, and a history of lower, high and avg price. The site hit daily peaks of 20 ~ 25k hits and we became the “Google of the game”.We linked this site with all the sales and social media platforms we managed, generating a complete ecosystem: farming, marketing, service and trading. We reached more than 4k clients in the whole country, grabbing attention of national media and being interviewed by the journal of the Brazil’s main economic state, Folha de Sao Paulo.

I participated in rigorous trainee selection process and achieved first position. In the Bank’s Superintendence, I worked directly with companies with revenues between 3 to 30 million BRL (800,000 to 8 million USDS). Mission 1- check compliance of all loan processes and make them ready for external audits. Mission 2- assist the Superintendent and the relationship managers on all activities of the platform: analysis and granting of credit, risk analysis, provision monitoring, product sale and support, registration, customer service, etc. Here I learned how to survive in corporations and how to manage and assimilate organizational culture.