Atuação como gerente de projetos multidisciplinares na transformação organizacional e atingimento dos objetivos estratégicos organizacionais, atuando nas áreas de TI, Produtos, Marketing, Infraestrutura, Inteligência de Dados, Comercial, Analytics e Jurídico, gerenciando as expectativas dos clientes internos, executivos e parceiros.Responsável pelo planejamento, execução e acompanhamento de ações estratégicas, realizando o report à camada estratégica (C-Level), tática e operacional da empresa.Gerente do Projeto da Squad de desenvolvimento de Software responsável pela retomada ao mercado do Feirão do SPC Brasil em 2024.Utilização de ferramentas e técnicas como Design Thinking, ideação, PM Canvas, MVPCanvas, Jira, Miro e PMO Valeu Ring no apoio e realização de projetos tradicionais e ágeis.Semifinalista entre os cinco melhores projetos do ano de 2020 e entre os dez melhores projetos do ano de 2023

Manager of the 1st international project, acting, since Jul / 2019, in the development, delivery and rollout project of change management and digital transformation to the Justice of Colombia.Management of the annual budget of the area and P&L, accounting for 30 employees (project managers, delivery analysts and consultants), focusing on hiring, training and monitoring team performance.Monitoring the project portfolio and participating as a mentor to correct the identified deviations.Responsible for managing strategic projects of the area.Participation in the negotiation, architecture definition and preparation of commercial proposals with clients, monitoring the evolution of commercial proposals and preparation of the area for carrying out the approved projects.Maintenance of project management standards with the implementation of management improvement methodologies, such as: communities of practices, meetings of continuous improvement, visual management, Kanban boards, daily meetings, use of design thinking and discussion of lessons learned.Use of traditional (PMI) and agile methodologies to reformulate the project management process used by the PMO.Responsible for the modernization of the monitoring of the project’s indicators through the development of strategic BI panels to view in real time the area's KPIs.Restructuring of the Project Management Office (PMO), reformulating the services provided and adding the team in order to support the company's strategic guidelines.Responsible for reaching 100% of the main deliveries scheduled for 2017 and 2018.Exceeded the target (reaching 140%) of the forecasted contribution margin planned for 2017, optimizing efforts with continuous improvement practices and with anticipated deliveries negotiated with customers.

Management of the company's main portfolio, managing a portfolio with more than 50 simultaneous projects and reporting the results to the company's executive body (PMO Manager, CTO and CEO).Identification of new business opportunities, prospecting and negotiating with clients and active participation in the preparation of the main commercial proposals (revenues above R $ 60 million).Acting as mentor and coach of projects, responsible for raising the average result of project KPIs from 89% to 97%, increasing the average rate of on-time deliveries, customer satisfaction and implementation of projects according to approved budgets.Responsible for managing strategic projects of the portfolio.Participation in the definition of KPIs and definition of the methodology for portfolio management.

Responsible for software development, delivery, rollout and change management projects, performing the digital transformation in large clients such as the Courts of Justice of the State of Santa Catarina, Paraná, Ceará, Alagoas, Rio Grande do Norte, Acre, Amazonas, Mato Grosso do Sul and, mainly, at the São Paulo State Court of Justice, which is the company's largest and most important client.Assigned for the execution of the mains projects of the company, several with revenues above R$ 50 Million and managing teams with more than 50 people directly allocated during its execution.Responsible for the planning, controlling and projects monitoring, including its budget, trips for clients in order to hold negotiation meetings, getting information, presenting results and monitoring on-site delivery stages.Participation in the definition and implementation of processes, models, standards and KPIS standards for all projects.Project Management of project PUMA (High Court), named one of the best of 2013 by Mundo Project Management Magazine; In the item “Socioeconomic-Environmental Impact” the project came first.

Responsible for software development projects and systems restructuring for the Unimed group, managing both internal development teams and subcontracted teams from external suppliers.Development of projects for the whole country, accounting for the budget, planning, monitoring / control of the project and making trips to monitor and present the results to the managers / directors of the units.Acting as General Manager during his vacation, assuming the responsibilities of the area.Member of the PMO Office, creating procedures and policies for the area, monitoring project progress, resource allocation analysis and negotiation the execution prioritization with others responsible managers.