Marcio Moreira Email & Phone Number

Uberlândia, Mg, Br

Uberlândia, Minas Gerais, Brasil

Responsible for:Establish the Information Security and DevSecOps area.Establish the Security Incident handling process.Establish a SOC (Security Operations Center).Prepare the company for applicable security certifications.Improve the FinOps process.Improve Disaster and Recovery Plans.Improve Risk Management and prepare for multi-cloud.Raise the Availability level of the company’s infrastructure.Establish the Business Continuity Plan.Establish a… Show more Responsible for:Establish the Information Security and DevSecOps area.Establish the Security Incident handling process.Establish a SOC (Security Operations Center).Prepare the company for applicable security certifications.Improve the FinOps process.Improve Disaster and Recovery Plans.Improve Risk Management and prepare for multi-cloud.Raise the Availability level of the company’s infrastructure.Establish the Business Continuity Plan.Establish a COC (Cloud Operations Center). Show less

Uberlândia, Minas Gerais, Brasil

Comparing the results before (Apr-Jun/2023) with after (Jul-Sep/2024), we obtained:RM: RoadMap (Development of Evolutionary Projects)273% improvement in Functional Delivery Punctuality.68% reduction in Unwanted Turn Over placing it in the region of excellence.Control the delay in delivering projects and bring them to the normal region.Eliminate under-registration, control % rework on projects and place it in the normal region.Comparing the results before… Show more Comparing the results before (Apr-Jun/2023) with after (Jul-Sep/2024), we obtained:RM: RoadMap (Development of Evolutionary Projects)273% improvement in Functional Delivery Punctuality.68% reduction in Unwanted Turn Over placing it in the region of excellence.Control the delay in delivering projects and bring them to the normal region.Eliminate under-registration, control % rework on projects and place it in the normal region.Comparing the results before (Jan-Mar/2021) with after (Jul-Sep/2024), we obtained:BR: Receptive Backlog (Adaptive Projects)109% increase in Project Delivery On Time (region of excellence).83% reduction in the Average Deviation of Adaptive Deadlines (region of excellence).QA: Quality Assurance804% evolution in MTBSI (Mean Time Between Critical Service Incidents).251% evolution in MaxTBSI (Largest Time Between Critical Service Incidents).100% reduction in the removal of versions from the air, eliminating the occurrence of this problem.90% reduction in the number of external customers impacted by P1 errors.88% reduction in the entry of Priority 1 Problems (critical processes).87% reduction in incoming Priority 1 Errors (critical processes).60% reduction in bugs found in version regression (normal region).42% reduction in Defect Rate x Active Customer (normal region).37% reduction in Call Rate x Active Customer (normal region).26% reduction in the entry of Problems into the Industry.22% reduction in the number of external customers impacted by errors.17% reduction in total errors (internal and external).16% reduction in the number of Tickets opened at the Service Desk.16% reduction in the rate of customers impacted by a Priority 1 error.13% reduction in errors detected by external customers.Establish Test Automation, avoiding the impact on 225 monthly customers. Show less

Uberlândia, Minas Gerais, Brasil

Comparing the results from April to June 2021 with 2023, we get:MAN:80% reduction in the Maintenance Backlog to be treated (normal region).65% reduction in Average Problem Resolution Time (great).58% increase in Maintenance Delivery Punctuality (great).82% reduction in Average Maintenance Time Deviation (normal).33% reduction in Issue Re-entry Rate.24% increase in Problem Identification Assertiveness.BR:199% increase in Project Delivery… Show more Comparing the results from April to June 2021 with 2023, we get:MAN:80% reduction in the Maintenance Backlog to be treated (normal region).65% reduction in Average Problem Resolution Time (great).58% increase in Maintenance Delivery Punctuality (great).82% reduction in Average Maintenance Time Deviation (normal).33% reduction in Issue Re-entry Rate.24% increase in Problem Identification Assertiveness.BR:199% increase in Project Delivery Punctuality (excellence).75% reduction in Regression Error Rate (optimal).65% reduction in the Average Deviation of Adaptive Deadlines (excellence).10% reduction in Customer Error Rate (normal).QA:100% reduction in the withdrawal of versions from the air, practically zeroing the occurrence.67% reduction in bugs found in version regression (normal).37% reduction in Defect Rate x Active Customer (normal).30% reduction in Call Rate x Active Customer (normal).Main actions that led to the results:General:Accelerate Learning Curve.Train leaders to deploy, plan, execute and change strategic actions.Turn KPI management into a decision-making tool, from prioritization to promotions.Enforce the Responsibility Matrix.Make reviews (code, test cases, bogus issues, etc.) part of the job.Increase seniority by reducing 92% of Unwanted Turnover, mapping and improving processes and recording knowledge.MAN:Channels: eliminate the multiplicity of alternative channels making the SD the SPOC (Single Point of Contact).Diagnosis: create and make diagnostic sessions a multidisciplinary view of a problem and an accelerator of treatments.KT (Knowledge Transfer): implement the transition process of technical project changes to MAN and SD.Timebox: create the reference DEV and discipline the use of mentoring for all DEV. Reference DEV and Architect. Show less

Uberlândia E Redondezas, Brasil

Specialist Teacher evaluated with praise in subjects he teaches.Postgraduate:• Strategic Planning & Performance Management• IT Service Management with ITIL• RUP Methodology for Development Systems• Project Management• Security in Applications Development• Security on Storage InformationGraduate:• IT Project Management• Administration and Organization Models• Decision Support Systems• Enterprise Systems• Foundations of Computing

Uberlândia E Região, Brasil

Corporate Governance Management:. Mapping of KPIs, construction mechanisms, goals, identification and treatment of offenders.. Work on the city definition project for the opening of a new development center in Brazil.Management of the Industrialization of the Center:. Lead a DevOps project focused on industrialization and automation of processes linked to delivery pipelines, using Jenkins, SONAR, Docker, JIRA and other tools.. Design a DevOps model for an Uberlândia… Show more Corporate Governance Management:. Mapping of KPIs, construction mechanisms, goals, identification and treatment of offenders.. Work on the city definition project for the opening of a new development center in Brazil.Management of the Industrialization of the Center:. Lead a DevOps project focused on industrialization and automation of processes linked to delivery pipelines, using Jenkins, SONAR, Docker, JIRA and other tools.. Design a DevOps model for an Uberlândia unit.. Align the DevOps model to the other units in Brazil.. Ever's model is a reference for other countries and NTT Data. Show less

Uberlândia E Região, Brasil

• Raise the % of Incidents resolved on time within 33.5% to 93.7% (May / 2018).• Reduce average Incident resolution time from 34.7 to 8.5h.• Increase the First Call Resolution (FCR) from 4.6% to 66.8%.• Reduce Horizontal Escalation from 95.3% to 22.6%.• Raise the% of Problems solved on time within 47.3% to 98.2%.• Reduce the average Problem resolution time from 477 to 21h.• Reduce the average age of open Problems from 47 to 15.5d.• Reduce the average Incidents per… Show more • Raise the % of Incidents resolved on time within 33.5% to 93.7% (May / 2018).• Reduce average Incident resolution time from 34.7 to 8.5h.• Increase the First Call Resolution (FCR) from 4.6% to 66.8%.• Reduce Horizontal Escalation from 95.3% to 22.6%.• Raise the% of Problems solved on time within 47.3% to 98.2%.• Reduce the average Problem resolution time from 477 to 21h.• Reduce the average age of open Problems from 47 to 15.5d.• Reduce the average Incidents per thousands of access from 91.1 to 8.8.• Raise the % of Service Requests handled on time within 72% to 96%.• Reduce the average processing time of Service Requests from 40.8 to 3.6h.• Map, prioritize and treat the company's main Pain Points. Show less

Uberlândia Area, Brazil

12/2015 - 06/2018: Solution Consultant & Pre Sales• 5.8M Us$, in the first year of revenue, in 2018 sales made to be delivery and 9.1M Us$ in sales made and delivered until 2017.12/2015 - 03/2017: Business and Project Area Manager• Raise the projects delivered on time from 80% to 93%.• Reduce of project delays from 22% to 15%.• Reduce the project hour cost from Us$40.54 to Us$16.69.11/2014 - 04/2016: IT Operation Manager• Structure iLink IT Outsourcing… Show more 12/2015 - 06/2018: Solution Consultant & Pre Sales• 5.8M Us$, in the first year of revenue, in 2018 sales made to be delivery and 9.1M Us$ in sales made and delivered until 2017.12/2015 - 03/2017: Business and Project Area Manager• Raise the projects delivered on time from 80% to 93%.• Reduce of project delays from 22% to 15%.• Reduce the project hour cost from Us$40.54 to Us$16.69.11/2014 - 04/2016: IT Operation Manager• Structure iLink IT Outsourcing Operations.• Raise the Incidents resolved on time within 69% to 100%.• Reduce Incident resolution time from 80 to 6.9h.• Raise the Problems solved on time from 47% to 87%.• Reduce Problem resolution time from 124 to 37d.02/2014 - 08/2015: BI, DBM & MIS Manager• Structure the DW and the Enterprise Reporting Portal.• Merge Operational Times DBs from Aspect & Avaya.• Raise of deliveries on time from 88% to 96% and deliveries performed from 97% to 99%.• Raise of Incidents resolved on time from 44% to 99%.• Reduce of Project delivery delay from 82% to 26%.• Reduce cost per delivery from Us$3.66 to Us$1.15.03/2013 - 06/2018: Strategic Planning Consultant• Monitor the execution of the strategy through the results of the KPIs and the objectives.• Define annual guidelines, objectives, KPIs, goals and strategic projects.08/2012 - 02/2013: Service Desk Manager• Structure the area, inventory skills and group Access Management.• In this time the company doubled the number of customers and agents (tickets/agent 0.6 to 1.6).• Reduce the ticket resolution time from 93 to 10h.• Increase the tickets resolved on time within 50% to 88%.• Raise the FCR from 15% to 58%.• Reduce Horizontal Escalation from 27% to 14%.• Raise team productivity from 1586 to 3429 tickets per month.11/2011 - 07/2012: IT & Business Consultant• Implement the PMO, the Process Office and the Business Units.• Map, prioritize and solve the main problems involving the main costumer of the company. Show less

Uberlândia E Região, Brasil

Professor Especialista da disciplina:• Tecnologia da InformaçãoNo curso de Pós-Graduação em Administração de Empresas

Uberlândia E Região, Brasil

• Revisão da estratégia de negócio utilizado o BSC (Balanced ScoreCard):. Aumento da compreensão das Fortalezas, Fraquezas, Oportunidades e Ameaças da empresa• Definição dos objetivos estratégicos e táticos das unidades de negócio:. Direcionamento das competências empresariais para preservar o Market Share atual e atuar em novos mercados• Definição de um modelo de remuneração variável que sustente os objetivos de negócio:. Criando bases para otimização da saúde… Show more • Revisão da estratégia de negócio utilizado o BSC (Balanced ScoreCard):. Aumento da compreensão das Fortalezas, Fraquezas, Oportunidades e Ameaças da empresa• Definição dos objetivos estratégicos e táticos das unidades de negócio:. Direcionamento das competências empresariais para preservar o Market Share atual e atuar em novos mercados• Definição de um modelo de remuneração variável que sustente os objetivos de negócio:. Criando bases para otimização da saúde financeira e criação de perspectivas de crescimento sustentável• Implantação da Gestão de Problemas ITIL:. Criando bases para redução de custos operacionais e aumento da satisfação do principal cliente de outsourcing da empresa Show less

Uberlândia Area, Brazil

09/2011 - 10/2011: IT Applications Governance• Improve all KPIs by raising internal and external customer and supplier satisfaction.- From: 3 or 4 KPIs (of 16 of the DTI) in the red (well below the goal) and the rest in the green (in the goal), every month, in the last 2 years.- To: 9 in blue (well above goal), 5 in green and 1 in red.• Structure DTI's OPEX reduction plan from 36 to 30 million in 2012, creating the basis for the return of IT intelligence to the… Show more 09/2011 - 10/2011: IT Applications Governance• Improve all KPIs by raising internal and external customer and supplier satisfaction.- From: 3 or 4 KPIs (of 16 of the DTI) in the red (well below the goal) and the rest in the green (in the goal), every month, in the last 2 years.- To: 9 in blue (well above goal), 5 in green and 1 in red.• Structure DTI's OPEX reduction plan from 36 to 30 million in 2012, creating the basis for the return of IT intelligence to the company.04/2011 - 08/2011: Corporate Architecture• Explain the importance, map the applications and policies of the DTI, identifying OPEX gains.08/2008 - 03/2011: Strategic Programs & Projects of OSS and BSS• Increase the productivity of people in the area from 1.8% am (Nov/7 to Jun/8) to 3.9% am (Jul/8 to Dec/9), without increasing the number of people.• Analyze trends and forecasts from the indicators domain.• Conduct training program for the team area.10/2007 - 07/2008: Fulfillment Process Leader• Clean, efficient and highly business-process process architecture.• Derivation of the processes of: business services and integration architecture.• Creation of the bases for reduction of OPEX: 20% in Multimedia and 28% in the whole company.04/2007 - 09/2007: Concession & Expansion Activations Manager• +35% productivity: 13% with manual cut-off, 12% with interface revision and 10% with automation.• Reduction Average Resolution Time of the Manuals Orders from 3:47h to 1:13h.• Reduction of the lead time of the company's main product from 13 to 7 days.11/2006 - 03/2007: Data Center Activations Manager• Reduction of emergency Changes from 69% to 40%.• Increased programmed Changes from 14% to 46%.• 100% of projects delivered on time and at cost combined.• Elevation from non-ranked (2006) to 9th place in Data Centers (2007) in Info Exame Magazine. Show less

Uberlândia E Redondezas, Brasil

• Software factory direct using RUP, PMI, UML, .NET, J2EE methodologies.• Implementation of metrics for project management by Earned Value.• Planning of the factory structure in function of business growth.• Delivery of projects to: USP, Verdi Group (Rodobens), AgroInvest and Fleury Laboratories.• 10% improvement in the assertiveness of estimates of project deadlines and costs.

Uberlândia Area, Brazil

• 2004: Deliver a company 100 times larger than the open in terms of market value.• 2001 and 2002: Prepare the bases for launching a company's ERP.• 2000: Launch new versions of almost every product in the company.• 1998: Introduce case tools, report generator, use of DBMS and visual languages in products. Update the software technology used by Tupperware.• 1997: Launch the first Sales Force Automation software using palmtops and handheld.• 1996: Implement software support… Show more • 2004: Deliver a company 100 times larger than the open in terms of market value.• 2001 and 2002: Prepare the bases for launching a company's ERP.• 2000: Launch new versions of almost every product in the company.• 1998: Introduce case tools, report generator, use of DBMS and visual languages in products. Update the software technology used by Tupperware.• 1997: Launch the first Sales Force Automation software using palmtops and handheld.• 1996: Implement software support and update via the Internet, create the company's website to disseminate it and offer pioneering product testing versions for 30 days.• 1995: Create products for the beverage and food distribution market, ratification of the product in Antarctica, Coca-Cola, Pepsi-Cola, Cerpa, Belco and Dori. Pioneering the direct customer billing model to avoid double taxation and maintain competitiveness. Application of the Voice of the Costumer as a way to improve the company's products.• 1994: Conquest of 100% of the distribution market of Tupperware of Brazil. Development of a DBMS (Acc DataPower®) to meet internal needs and market gaps.• 1993: Introduce pioneering concepts of people management in the company: employee participation in company profits, flexibility of working hours and internship program. Creation of the strategic board of directors.• 1992: Open part of the capital of the company for the employees, create the business units and partnership with UFU (Federal University of Uberlandia) for staff training.• 1990: Transform the company into a solution-house, including sale and installation of hardware, and the pioneering introduction of Novell networks in Brazil.• 1989: Structuring the sales, development, support and administrative areas.• 1988: Company foundation as software-house, winning Tupperware as a customer (market with 18 competitors at the time) and create the business model of licenses and support contracts. Show less

Uberlândia Area, Brazil

• 1988: Adequacy of commercial software for wholesale distributors. Delivery of the company 4 times greater than the open (growth of 400% in 2 years) in relation to the market value.• 1987: Structuring of software development, maintenance and support areas.• 1986: Company foundation, development of software for the Tupperware distribution of Uberlandia and other clients: inventory control, accounts receivable and payable, billing.

Uberlândia E Redondezas, Brasil

• Development and implementation of inventory systems and clothing• Professor of BASIC and COBOL• Development of educational materials for BASIC and COBOL

Uberlândia E Redondezas, Brasil

• Professor of Physics, Chemistry and Mathematics

Uberlândia E Redondezas, Brasil

• Assist accounting• Administrative Assistant• Leading the charge• Collector

Specialist, Information Security

Activities and Societies: Monografia: Minimizando os spams com uso de e-mails seguros Monograph: Minimizing Spams with safe e-mails

Bachelor, Computer Science

Activities and Societies: Publication: A Multi-User Key and Data Exchange Protocol to Manage a Secure Database Award: Genésio de Melo.

Bachelor, Chemical Engineering

Activities and Societies: Course stopped in the seventh period to dedicate myself to my first company. 1st place in the Vestibular Contest.