Marcos Ráyol, Msc's Location
Niterói, Rio de Janeiro, Brazil, Brazil
About Marcos Ráyol, Msc
I am an outgoing and communicative professional with the ability to lead, influence, and persuade teams to achieve goals in software development, digital transformation, and technological innovation. I value collaborative work and innovation, always seeking recognition and results. My friendly approach and enthusiasm help maintain a positive and productive work environment. I am resilient and focused, which allows me to meet goals and deliver results quickly, always meeting deadlines.I have over 25 years of experience, working from startups to large multinationals.Currently, I work as the CTO, where I lead technological initiatives and promote continuous innovation. I use cutting-edge technology and ensure cybersecurity throughout the production chain. I believe that the role of the CTO goes beyond technical management; it is crucial to deeply understand the business to align technological strategies with the company's objectives. As Steve Jobs said, you need to fall in love with the problem, not the solution. I believe this is the way to create truly meaningful products that generate value for the company and the customer.Previously, I structured the IT department in two companies where I worked. I implemented the agile culture and increased the team's value delivery by over 40%. I also led complex projects such as the launch of Oi TV and Globoplay, where I delivered value to the company and customers.If you catch me outside of work, I enjoy spending time with my family, traveling, reading, playing guitar, and practicing sports. It is important to balance professional and personal life, and I value that!I am always looking to expand my personal and professional network. Feel free to connect via LinkedIn or contact me directly at mrayol@gmail.com. I look forward to speaking with you!Competencies:- Leadership, Team Management, and Mentoring- Governance- Digital Transformation and Innovation- Web and Mobile Software Development- Agile Methodologies- Enterprise Architecture- Business Development- Cybersecurity (LGPD)- Continuous Learning- Cloud Computing- Artificial Intelligence- Project Management- Product Development
Marcos Ráyol, Msc Work Experience Details
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CtoCittuaNiterói, Rj, Br -
Advisor For Business Development, Innovation, Product Development And GovernanceBrazilian Dream Aug 2024 - PresentNiterói, Rio De Janeiro, BrasilChallenges- Market analysis and understanding of competitors.- Structuring the company's organizational framework.- Developing business strategies aimed at achieving product-market fit.- Product development with a focus on innovation in collaboration with the product team.- Fundraising and establishing strategic partnerships.- Mentoring and team development.- Ensuring the startup complies with all applicable regulations and laws.- Promoting the adoption of emerging technologies and the digitization of processes.- Regularly evaluating the startup's performance and adjusting strategies as needed.- Preparing pitches for investors.- Finding investors who share the startup's vision and goals.- Defining the company's data strategy.- Building and maintaining investor trust through transparent communication and consistent results.- Navigating market uncertainties and volatilities, adjusting strategies as necessary.- Protecting the startup's intellectual property against potential infringements.- Optimizing the use of limited financial and human resources to maximize impact.- Preserving the company's culture and values as it grows and expands.- Ensuring the team is using agile methodology in product development.- Ensuring continuous improvement of the company's product.- Developing a detailed action plan to implement Lean Manufacturing in the startup, aiming to reduce waste, increase efficiency, and improve product quality.- Developing the company's business by identifying and exploiting new market opportunities while managing the risks associated with expansion.- Ensure the quality of the entire testing process.Results- Registration of over 400 athletes during the MVP validation period.- More than 10 paying users during the MVP validation period.- Revision of the product vision with the knowledge acquired during the MVP validation stage.- Preparation of 3 pitches for 3 different investors.- Assembling the startup team. -
Startup Cto (Team Management, It Management And Product Development)Footbao.World Jan 2024 - Jun 2024Niterói, Rio De Janeiro, BrasilChallenges- Managing the entire technology team, including Web and Mobile (iOS and Android) product development.- Mapping and understanding the architecture of the platform developed by third parties.- Managing the transition of software development from an outsourced company to an in-house team.- Conducting a detailed assessment of necessary improvements to increase the quality and value of the application.- Structuring and approving a new organization for the development team, hiring and integrating the team in less than a month.- Fostering a culture of innovation within the team, using benchmarks from leading companies and renowned literature.- Product Development Management: Ensure effective integration between design, engineering, and marketing teams to align the technical vision with market and consumer needs for product development.- Ensure the quality of the entire testing process for the delivery of the company's product.Results- Migrated development to the in-house team and implemented improvements in the application's quality, increasing the value of the product delivered to the end customer.- Faster, more frequent, and efficient delivery of new features. This new organizational structure allowed the team to start delivering value in the short term, leading the product to achieve Product Market Fit (PMF). The team began delivering 1 to 3 new features per day, maintaining the quality of deliveries.- A more satisfied and engaged team through the implementation of workshops, training sessions, and continuous feedback meetings. Innovation became a competitive differentiator, enabling the development of more effective solutions and delivering more value to customers.- Internalizing product development generated savings of over R$ 200K per month. -
Cto (It And Product Management)Media Bridge Mar 2022 - Feb 2024Rio De Janeiro, BrazilChallenges- Restructuring the development area.- Supporting IT operations and managing a technology team distributed between Brazil and Italy.- Implementing Agile Culture. Convincing partners and stakeholders through presentations and a successful pilot.- Integrating the technology teams from Brazil and Italy.- Restructuring the cloud infrastructure. We unified environments and conducted a detailed study on server usage.- Managing projects and strategic partnerships for the creation and development of new products.Results- Increase in delivery volume by 30%, improvement in development quality and speed by 20%, and creation of an operational reporting system for the CEO.- Conducting collaborative projects between the two countries increased development hours, as we had a common shift of more than 12 hours without overtime.- Reduction of operational costs by 40%, identification of unused resources, and negotiation with public cloud service providers for more efficient management.- Development of a digital comic book platform called Funktoon and a lead capture and management platform using WhatsApp, called Octaflow, launched in the Italian market. -
Cto (It Management And Business Development)Tv Nsports Jun 2021 - Feb 2022São Paulo, BrasilChallenges- Structuring the Technology area and restructuring the Product Development area.- Redesigning the system architecture of the company's Web solution. Migration to a microservices architecture.- Optimizing the company's operational costs aiming at reducing cloud infrastructure costs.- Innovation project with public funding: PIPE project from Fapesp.Results- Complete mapping of product development processes.- Implementation of agile culture.- 30% increase in delivery capacity.- Greater stakeholder satisfaction.- Successful migration to a microservices architecture.- Acceleration in the delivery of new developments.- Creation of a company application.- Improvement in user experience.- Expansion of the company's reach.- 50% reduction in operational costs through contract renegotiation.- Obtaining a $100,000 cloud credit.- Approval of a project at Fapesp and public funding for research and development. -
Executivo De Desenvolvimento De NegóciosIbm Jun 2019 - Jun 2021Rio De JaneiroChallenges- Development of the Sports Market in Brazil. Use the expertise acquired in the company's global projects to expand IBM's presence in the Brazilian sports market.- Creation of specific technological solutions for the sports sector.- Establishment of strategic partnerships. Form partnerships with sports clubs, federations, leagues, media companies, and startups.- Management of technical and commercial proposals. Manage the preparation of technical and commercial proposals for prominent clients.Results- Conducting detailed research of the Brazilian sports market, segmentation and competition analysis, identification of trends and growth opportunities.- Collaboration with major names in Brazilian sports, such as Corinthians, Flamengo, and MRV/Atlético-MG, and defining KPIs and metrics to monitor the progress of initiatives.- Strengthening IBM's position in the Brazilian sports market and managing a R$ 15 million contract over 10 years with one of the largest clubs in Brazil. -
Technology Partnership Manager For Sports SolutionsGlobo Dec 2014 - Jun 2019Rio De Janeiro Area, BrazilChallenges- Generative AI project at Globo. Develop the first use of generative AI at Globo. Optimize the process of writing summaries of the Brazilian championship rounds, previously done manually by journalists. Ensure that the AI solution maintained the quality of the summaries.- Unification of Globo's Sports areas. Lead the unification of Globo's Sports areas, which operated separately on TV, Globosat, and the Internet (GloboEsporte.com). Increase operational efficiency and reduce costs as part of an internal restructuring. Adopt an agile culture, requiring a mindset change from the team. Manage the entire project, from planning to execution.Results- Development of an AI solution that analyzed scout data and generated summary articles. The solution allowed journalists to focus on other stories.- The project not only improved the team's productivity but also paved the way for future technological innovations at Globo.- Mapping of all existing systems with the help of a specialized consultancy.- Development and implementation of technological solutions to support the new unified structure.- Smooth completion of the unification in 2018, resulting in a more efficient workflow.- 25% reduction in operational costs.- Lasting legacy with technological solutions that continue to benefit the company to this day. -
Senior It Manager (Digital Product Development And Web Operation Support Management)Tv Globo Sep 2011 - Dec 2014Rio De Janeiro, Rio De Janeiro, BrazilChallenges- Create an effective strategy to support the internet and new media operation that would maintain the existing service level and reduce operational costs.- Lead the development of the company's first project to use cloud computing: the Radar application.- Implementation of Brazil's first second-screen application. The application should support a volume of more than 1 million users during the World Cup and use IBM's Watson for sentiment analysis on social networks.- Leadership in the development of Globoplay, Globo's streaming application, facing internal pressure to compete with Netflix and concerns about cannibalizing open TV revenues.- Planning and execution of Web production for major events: 2014 World Cup, 2016 Olympics, World Youth Day, Rock In Rio, and various other live shows.Results- Development of a hybrid support model, outsourcing level 1 and enhancing the training of levels 2 and 3 with a 50% annual cost reduction, maintaining support efficiency and quality, as well as resolving labor compliance issues.- In three months, we launched the Radar application and had over 30,000 installations on the first day.- We launched the Globo application two months before the 2014 World Cup. We obtained valuable insights into user behavior, mainly through the use of sentiment analysis.- We launched Globoplay in November 2015, which became one of Globo's main products, fundamental for the company's digital transformation. Globoplay reached R$ 15 billion in revenue in 2023 and has over 30 million users.
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Senior Telecom Product Development ManagerOi Jan 2010 - Sep 2011Rio De Janeiro, Rio De Janeiro, BrazilChallenges- Managing a volume of over 100 projects simultaneously.- Dealing with the diversity of knowledge required to fully support internal and external users.- Managing a team of 15 business analysts familiar with customer needs.Results- Continuous investment in training for the team to acquire new technical knowledge enabled the management of over 15 new projects per week.- Collaboration with IT engineers to conduct detailed surveys, allowing for more suitable solutions to user needs in a shorter time.- Implementation of solutions in the shortest possible time and at the lowest cost.- Maintenance of a portfolio with over 150 projects, all prioritized and approved.- Improvement in customer satisfaction by 50%. -
Senior It Manager (Tv And Internet Operations)Oi May 2006 - Dec 2009Rio De Janeiro, BrasilChallenges- Maintaining the Internet provider (Oi Internet) with continuous and high-quality access for all broadband users.- Launching Oi TV, a new subscription TV service, from scratch, creating a complete and economical solution to serve classes C, D, and E.- Managing a budget of R$ 500 million for the creation of the head-end, assembly of the technical solution, and acquisition of equipment for Oi TV.- Managing complex and innovative projects, leading multidisciplinary teams, negotiating with high-level stakeholders, and selecting the best suppliers for the project.Results- Implementation of a comprehensive monitoring system for all mission-critical solutions, allowing for automatic reboots and quick responses to issues. Achieved 99.999% Internet service availability, improving customer satisfaction and reinforcing Oi's reputation as a reliable provider.- Presentation to the Board of Directors on the need to opt for DTH technology, which offered greater reach compared to IPTV technology.- Launch of Oi TV within the stipulated timeframe, gaining over 500,000 customers in six months of operation and generating a monthly revenue of approximately R$ 17 million.
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Business Intelligence And Relationship ManagerOi Apr 2005 - Apr 2006Rio De Janeiro, BrasilChallenges- Integrating legacy systems from different segments (fixed, mobile, and broadband).- Improving customer retention and reducing operational costs.- Overcoming internal resistance to change and adopting new technologies and methodologies.Results- Assembled a qualified team by hiring new talents and training existing employees.- Designed and validated innovative solutions with the support of Accenture, such as the system integration architecture using an SOA bus.- Development of the Integrated Customer Service System (SIA), enabling unified customer service for Oi's clients.- Launched Oi Conta Total, the company's first bundle.- Developed Oi's first Analytics project.- Created a Relationship Program similar to airline mileage programs.Outcomes- The SIA resulted in an annual reduction of over R$ 5 million in customer service costs.- The Analytics project increased customer retention through differentiated products.- The Relationship Program reduced churn by 10%, bringing customers closer to the company.- These initiatives not only improved Oi's operational efficiency but also strengthened customer relationships, consolidating the company's market position.
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It Coordinator (Web Systems Development)Oi Dec 2002 - Mar 2005Rio De Janeiro, BrasilChallenges- Digitizing processes that were only available through the call center to make them accessible via a Web portal.- Taking on the role of Web Systems Coordination and implementing Oi's first self-service portal aimed at general customers.- Training the internal team on Web systems, a newly launched technology at the time.- Defining and implementing the portal under significant time pressure.Results- Trained the involved employees in the necessary technologies.- Selected suppliers, trained teams, and learned about the project's needs.- Created a viable plan for Oi's portal, named OiLoja.- Developed the portal's UX and proceeded with development while the infrastructure team prepared everything behind the scenes.- Delivered the portal within the planned timeframe, using a content management tool (Vignette) integrated with some legacy systems.- The OiLoja portal offered services in the self-service concept, reducing the number of calls to the call center.- Promoted the use of cutting-edge technology at the time, such as building API layers to access legacy systems, ensuring performance, availability, and security.Outcomes- The implementation of the portal resulted in annual savings of over R$ 2.5 million for the company in call center costs.
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Telecom Product Development ManagerSupportcomm Mar 2001 - Dec 2002São Paulo, BrasilChallenges- Optimization of organizational structure and internal processes.- Implementation of efficient practices and strengthening of team management. Taking on the role of Product Development Manager with the goal of implementing efficient practices.- Structuring the Voice Recognition Product Development area. Restructuring teams and implementing efficient work processes in a highly technical and innovative field.Results- Increased productivity and quality of deliveries. We met all the project and product delivery goals planned for the year.- Expansion of the product and project portfolio. Before my entry, the company delivered only 4 projects per year and maintained a single off-the-shelf product. After the implemented changes, we now have 3 off-the-shelf products and deliver more than 15 projects annually.- Significant milestones in sales and deliveries. Sale of a Voice Assistant project to Brasil Telecom for R$ 15 million. Major deliveries such as voice portals for Gradiente (MeDiz), Vivo Porto Alegre, BR Telecom, and various other voice assistants. -
Professor Of The Bachelor'S Degree In Computer SciencePuc-Rio Mar 1997 - Jan 2002Rio De Janeiro, BrasilProfessor of Data Structures I and Computer Graphics courses. -
Scientific Researcher Of Signal ProcessingImpa Mar 1996 - Feb 2001Rio De Janeiro, BrasilManagement of the Visgraf laboratory network, where I also conducted scientific research as a scientific research fellow funded by CNPq. -
Systems Analyst (Mainframe Systems Development)Msc Informática Aug 1993 - Mar 1995Rio De Janeiro, BrasilSoftware development for mainframe using Cobol and Rexx, allocated in companies such as IBM and Petrobras.
Marcos Ráyol, Msc Education Details
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Computer Science
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Digital Transformation And Future Of Business -
Data Science -
Electrical And Electronics Engineering
Frequently Asked Questions about Marcos Ráyol, Msc
What company does Marcos Ráyol, Msc work for?
Marcos Ráyol, Msc works for Cittua
What is Marcos Ráyol, Msc's role at the current company?
Marcos Ráyol, Msc's current role is CTO.
What schools did Marcos Ráyol, Msc attend?
Marcos Ráyol, Msc attended Pontifícia Universidade Católica Do Rio De Janeiro, Ibmec, Pontifícia Universidade Católica Do Rio Grande Do Sul, Faculdade Metropolitana, Pontifícia Universidade Católica Do Rio De Janeiro, Unyleya.
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