General management of the BU.

I am in charge of building a new setup at PicPay designed to build a new product platform with the potential to create additional revenue streams. This structure will offer the requisite infrastructure and platform to cater to the entire customer base (+40MM) of PicPay.I am spearheading the general management of this brand-new structure, including staffing, product definition, P&L, software development and service operations. Plus, I'm working on bringing PicPay and the J&F Institute together in a big way.

Leading an org of +30 engineers and engineering managers (and counting…) on a mission to build the direct message platform to connect people and businesses to the PicPay ecosystem.The DM platform handles ~3MM DAU and helps PicPay to drive revenue through product offers and cross-selling, customer support powered by AI (ChatGPT) and cost-effective communication. From a customer standpoint, we prioritize delivering a superior experience by providing near real-time updates on user interactions and transactions.My duties: contribute and influence to the business unit vision, craft product and tech strategy, design team’s topology, raise the team’s bar, staff and interview engineers and tech managers, manage engineering budget, promote ops excellence, help to design a high scalable platform, build trust with customers/partners/stakeholders, communicate progress across PicPay executives and c-level suite and enable my teams to focus on delivery value while innovate in a healthy team environment.

Building up a plug & play and conversational platform that connects people and business to each other to amplify the network effect. Also, leading the feed, core platform, profile and privacy & trust products/teams.

Together with my teams and peers of the Customer Journey Success tribe, we are relentlessly seeking ways to delight our customers with an incredible support experience. Our vision starts by understanding customers' needs and through data we drive our decisions to act on their behalf.As head of engineering of this tribe, I designed from scratch the tribe’s mission, vision and values, and from that, our scope, org structure and modus operandi. I’m also very connected with other OLX groups, like the HR team - helping create a better company for our community. I have worked in a bunch of initiatives, such as the definition of engineering career ladder (technical and managerial paths), candidate’s handbook, communication funnels, OLX positioning as an employer branding and many others to provide better visibility in our challenges, culture and also to provide an amazing experience during our interview process with candidates. As well as all of this, I’m constantly interviewing to find the top notch engineers and managers for our teams. I helped to define the value proposition and long term vision of one of the two verticals of OLX. I have also been working in the definition of the backoffice org that works across many other groups to deliver solutions mainly for ERP and CRM platforms.I’m working on wide organisation project levels, like a new incident management process to continuously scale OLX’s platform. The new incident management process and tooling I’ve designed, reduced by 20% the MTTR of critical/major events. My incredible teams are delivering more than expected. During the COVID-19 pandemic we reduced our cloud costs (~60%) and delivered some big projects like OLX pay, the digital wallet of OLX Brazil. We have also increased the customer satisfaction rate to historical levels in OLX by improving ticket’s full resolution time from hours to few minutes. All those achievements working remotely, but keeping our unity, wellbeing and camaraderie as a team.

I’m head of engineering of the Monetization tribe. At this time, this tribe is responsible for ~80% of OLX Brazil revenue.Some of our challenges and achievements:- reorganising the team to scale and improve our relationship with other OLX teams- defining the way that engineers could work spreadly in different offices and also remotely- prioritizing initiatives based on ROI to reach tribe’s revenue target with a customer-centric approach- delivering value to OLX customers such as coupons, OLX Pay (wallet) and a new way to distribute massive ads bumps along the week- interviewing, hiring and mentoring new hires- forming new managers and guiding engineers to more senior levels- reducing the number of incidents and costs related to our infrastructure- breaking the monolith into microservicesAlso, helped the team to simplify some aspects of the platform's architecture to be more scalable in terms of load and ops. We measure that through new metrics and also with a regular ops meeting to ensure that we’re in the right path.I’m the author and also a contributor of OLX Tech Talks, an internal event for engineering teams to share knowledge and learnings with each other.

I'm leading three squads in the product and developer experience tribe and our mission is to enhance the day-to-day productivity of other OLX teams through technology, from software engineers and product managers to customer service analysts.We're the owners of the experimentation platform (a/b testing stack), the customer notification pipeline and the customer support platform.

I acted as a hybrid of people manager, product manager and solutions architect. I had supported my team by removing obstacles for them to do their best work with a friendly atmosphere and having fun as well.My team was responsible for some systems in the network remediation pipeline. Our goal was to provide our customers effective ways to create, organize, run and monitor Runbooks (a workflow and machine state engine) in Amazon's huge and distributed network. This platform was building to automate remediation paths through a powerful DSL that gives autonomy and flexibility to NetOps and DcOps teams to deploy and operate the infrastructure worldwide.My main tasks involved anticipating problems analyzing operational metrics and improving our process, defining the product strategy involving customers in continuous improvement cycles and by understanding the needs of my team helping them to make progress individually and as a team.Also, I discussed software design approaches to keep our systems handling the huge traffic of Amazon's (including AWS customers) global network.

As a manager of managers I was in charge for the price product team and consequently for creating the best pricing platform that increased B2W revenue through a smart, dynamic and autonomous system using some machine learning techniques to achieve that - partnering with MIT.Also, I led the Buybox team and our mission was to deliver the best product(s) offer(s) to our customers considering that multiple sellers from B2W’s Marketplace could sell the same product. My team developed from scratch the a/b testing platform to give our internal customers ways to experiment hypotheses and also collect metrics for analysis to increase the conversion rate of the buybox ranking algorithm.Besides that, I was involved in many initiatives to promote and foment a software culture for B2W. We did hackathons, tech talks and game days. We opened software internally and also for the community. We created a tech blog to share our ideas through real cases. I was directly involved in the design of the new hiring process as well, defining the stages, coding challenges, interview questions and job descriptions to identify and attract the A-players for our teams.

I ran an enabler area that was responsible for guiding engineers to change a monolithic architecture in favor of a microservices architecture for B2W to increase autonomy and scalability of our teams and their respective services.That area was a mixture of R&D developers, product developers and developer advocates that worked together to disseminate best practices, gather opportunities and understand other team's pains to provide tooling, frameworks/libs, API standards, architecture guidelines and technical guidance to address everything.One of the teams that I led also published B2W's first public API for Marketplace sellers to manage their product inventory and orders.Note: Ideais was acquired by Americanas s.a. (former B2W Digital) in the mid-2014

Leading a team (EAI) responsible for some mission critical systems based on a SOA architecture to three of the biggest e-commerce portals in Brazil: Americanas.com, Submarino and Shoptime - B2W.Among other things, we integrated the transactional data layer, such as orders and payments, with B2W’s ERP solution.Our biggest achievement as a team, was to design and implement all the integrations and processes around back-office systems to build B2W's Marketplace (~65% of B2W's GMV).

Delivering SOA solutions for B2W (Americanas.com, Submarino and Shoptime).Solid experience working with JEE platform and JVM-related frameworks.

Principal Software Developer in projects such as:Grupo Abril - Revista Exame (exame.com.br)Rossi Residencial (rossiresidencial.com.br)Loosho (loosho.com)iCommons (icommons.org)Vasco da Gama (vasco.com.br)Research Prevent Blindness (rpbusa.org)Swissport (swissporttraining.com)Forum Internacional de Logistica (forumlogistica.net)Forum Internacional de TI aplicada a Logística & Supply Chain (forumti.com.br)Viação Util (util.com.br)Yogoberry (yogoberry.com.br)Predialnet (predialnet.com.br)

As a principal developer I worked on a FinTech product. My main challenge was integrate the online version (web) with the offline version (desktop).We achieved that using some RPC services to ensure the platform agnosticism and by using peculiar cache techniques.

This was my very first opportunity to lead people. I led a team of three and we delivered a broad array of digital solutions for many segments.

I started my career as a software developer at this point.I worked for some small companies such as digital agencies, e-learning platforms and local internet providers/web portals.It was a very good time where I was able to learn a thousand things by working on many different projects. I realized very early that more important than developing code is to build trustable relationships with my team, customers and partners.I had the privilege to have very good mentors and tutors along this journey and I'm pretty sure without them, I couldn't have gone that far.