It's tough to describe in a few words to anyone how 2020 and 2021 were in any context, but I'll try. I was invited to help transform a 40-year-old company into something like a digital native company. The greatest challenge was helping people to transition from a mindset of seeing the tech team as a service provider to a mentality of using the tech team as a partner. To get to that, we switched the hiring profile to focus on the skills and behaviors that would help us accelerate the change. We also brought new premises to help the tech team shift from a team with processes to protect itself to one that would be open to sharing every struggle clearly with the company. I believe transparency is key to trust and honest collaboration. In addition, we created a product team whose goal was also to educate people who had never had contact with product management. From a technical standpoint, a vast legacy had to be dealt with immediately. The tech platform had to be updated, and we created short, mid, and long-term plans. The short-term need was to survive traffic/sales peaks, especially BF and holidays. Thanks to that, the massive increment in digital sales that followed COVID pandemics was no problem. The mid-term necessity was integrating Nike, and knowing that integrations can be long and sad, we prepared to start doing that as soon as we were allowed. Regarding the long-term, we had to build a robust platform to be the core of the group's expansion. I'm happy to say that traffic peaks are no longer an issue since 2020, the most important parts of the integration are done, and the building of the new platform is on the go with services that are already live and adding value to the business. But, what I'm most proud of is the company's cultural shift, especially inside the tech team. Something that it's just impossible for me to express here (I'm not a good enough writer for the task), but if you ask me, we can have a coffee (or a beer) and talk about it ;).

When Viva Real and ZAP merged, the strong engineering culture built along two years at Viva Real made the integration of the teams faster. The principles were so strongly built into the daily work, that every Viva Real engineer could not only explain how things were made in a certain way, but why it worked like that. I wasn't easy and we had a lot of attrition, most part of it expected, but soon we were working as one team on the integration of the two companies. In 1 year we had more than 80% of the integration finished and a brand new architecture in place to support the 2 biggest real estate portals in Brazil. The most interesting take I get from this phase of my career is the practical effects of a strong culture.

Different from my previous experience at Walmart, where I had to build the team from the ground up, at Viva Real, I've found a brilliant and energetic team full of good ideas. My role was to get us to a level of organization and maturity where we could deliver all the value that the company expected from us. Some of the things that I'm most proud of:- A culture of transparency, autonomy, and responsibility (https://grupozap.github.io/cultura/);- The data platform based on the ideas of data decentralization;- The PaaS that enhanced the team's capabilities;- The candid and fair way we used to talk about everything; - A limitless mentality that made possible the existence of a work environment that provoked not only technical sophistication but also the awareness that the team was much better than the individuals, and the behaviours that kept that working.

Built the team that designed and implemented the marketplace platform for Brazil's Walmart e-commerce. Grew the team from 0 to approximately 250 people and helped the company to create a culture focused on high performance and agility. Some of the things that I'm most proud of:- Implementation of agile processes and culture;- Deployment of the next-generation platform, allowing the business shift from traditional e-commerce to a marketplace model;- The building of a world-class engineering team;- How happy and engaged people were at the office.