First Level Support. ITSM. Collaboration Platforms, Endpoint Management Platforms, Digital Workflows, AI Assistance. Offices' Infrastructure.

First Level Support. Collaboration Platforms (Microsoft 365, Zoom). Endpoint Management Platforms (Endpoint Manager, JAMF, Nexthink).

- First Level Support services revamp. Implemented the "TechBar" concept, with focus on employees relationship and experience when consuming IT Services.- Endpoint Management CoE expansion and improvement.- Collaboration CoE design and expansion.

- Global Service Desk management.- Digital Workplace KPIs and Metrics design and improvement.- Licensing and Asset Management.- End-user computing

• Developed the IT Operations strategic planning and "road-mapping";• Led Service Desk improvements in order to get world-class capability (24x7, 3 languages, regional procedures, etc.);• Implemented an User Experience Command Center;• Enabled Service Desk to interact through WhatsApp and by Chatbots;• Led a RFP for ITSM suite replacement - ServiceNow resulted winner.

• Developed the IT Services strategic planning and "road-mapping";• Implementing digital approach for IT Services improving IT Service Portfolio and Catalog practices and Service Desk operational procedures;• Implementing agile approach/mind-set for IT Services and Operations improvements;• Enabling IT Services through mobile platforms;• Manage IT Services investiment projects and portfolio;• Leading IT Service Transition processes review aiming to prepare them for Agile and DevOps practices from IT Projects Delivery and Infrastructure Operations; • Lead 5-members team, delivering IT Services Strategy, Polices and IT Operations Performance Reporting.

• Accountable for IT Services operations as Service Desk, Onsite and Field Support Service, Local Infrastructure Services (commercial and office automation equipment in more than 500 units around the country - stores, logistics centers and headquarters), IT Asset Management, ITSM toolset ASM, ITSM Processes Governance and Performance Metrics and Measurement. • Developed new maintenance processes and methods aiming to improve mean time to repair (MTTR) and reduce costs (up to USD600k/year saving).• Carried out a Request for Proposal (RFP) project aiming to optimize and improve Service Desk and Field Support Services contract, resulted in a saving in order of USD1MM/year.• Managed the migration of ITSM toolset in order to improve KPI measurement and IT Support teams’ productivity.• Led 15-members team, managing an annual budget of R$20MM (USD6MM)/year.

• Developed a new IT services management method aiming to increase their continuity and availability levels and to improve overall company’s productivity; also leading Service Level Management improvement fronts;• Performed service levels recovery and improvement along with 2nd level technical staff in the countries of the “Americas” region;• Led the recovery and improvement initiative for the indicator Total Time to Repair, along with the 2nd level technical staff in the countries of the “Americas'” region.

• Led the Brazilian chapter for the Global Service Desk implementation, to the Souza Cruz’s end-users;Performed activities related to project preparation, tools configuration, capacity planning and service testing along with teams located on London, Costa Rica and Kuala Lumpur;• Ran the knowledge transfer activities about local services procedures to the new service desk team (activity performed abroad, in Costa Rica);• Performed the stabilization phase by managing transitioning KPIs and controlling an issue log with the main concerns and users feedbacks;• Led a service performance improvement initiative by analyzing Global Service Desk documentation and practices through reviewing processes and technical procedures (activity performed abroad, in Costa Rica).

• Managed technical support providers, leading about 50 people from 3rd part vendors;• Managed field support team in the 14 Souza Cruz sites, with 22 people;• Led providers operational performance analysis and evaluated the service delivery contracts compliance;• Performed improvement plans;• Implemented new Incident and Crises management process over the local services scope;• Implemented knowledge base governance to the support teams;• Managed Service Desk consolidation from 7 different service centers to a centralized one, which generates a R$1MM/year saving.

• Led the area start-up defining processes, standards, patterns and responsibilities;• Remodeled the Service Reporting processes, users communications patterns and flows and the prioritization and escalation model;• Led the support services single point of contact (SPOC) project by changing several and different contacts into a single contact channel.

Liderou o Start-up da área, definindo processos, padrões e responsabilidades. Gerenciou equipe de 35 colaboradores indiretos. Conduziu análises de benchmarking sobre as práticas de atendimento relacionadas aos principais produtos, gerando projetos de implantação de novos canais de relacionamento com o cliente como blogs, fóruns de discussões e ferramentas de self-support.Identificou causas do não atingimento das metas previstas para o produto “Divulga Fácil”, elaborou e executou o plano de ação de correção.Redesenhou o processo de comunicação por e-mail com os assinantes para atender as novas necessidades de negócio, aumentando a capacidade de envios.

Foi responsável pela gestão de metas de redução de custos, otimização de processos, gerenciamento de projetos, treinamentos, padronizações e infra-estrutura do Contact Center. Liderou equipe de 15 colaboradores, com orçamento de R$ 15 MM/ano.Unificou a base de dados de registros de atendimento, agilizando a prestação do serviço e reduzindo o tempo das ligações. Gerou uma redução de mais de R$4 MM no custo anual da área, além de melhoria nos indicadores operacionais, possibilitando um salto de qualidade no atendimento ao Cliente. Remodelou o sistema de URA (Unidade de Resposta Audível) de forma a identificar automaticamente os clientes, bem como melhorar a distribuição das ligações, resultando em uma redução de custos de mais de R$4 MM/ano. Reestruturou os processos de atendimento, reduzindo transferências entre as áreas internas de operações, elevando os índices de satisfação e reduzindo em mais de R$2 MM o custo anual da área.

Foi responsável pela gestão dos processos e fornecedores de atendimento. Liderou equipe de 4 colaboradores e 1200 terceiros.Desenvolveu certificação para soluções às demandas de maior incidência, com melhoria significativa nos indicadores de FCR (First Call Resolution) e consequente redução dos custos. Implementou um sistema de contingência das ligações em momentos de ocorrências de problemas técnicos, reduzindo em R$350 mil o custo mensal da operação. Terceirizou processos de Fullfilment, gerando uma redução de custos de R$ 500 mil/ano. Criou novos relatórios gerenciais, facilitando a demonstração dos resultados e avanços da área.