- Integration of a FraudTech Target Co. with a DataTech company in a R$ 2 Bn. deal: Structured a Central IMO to support the deal. Chaired the Clean Team to avoid gun-jumping. Advised on future operating model for IT, Data, and Cyber workstreams, including integration of the architecture to enable the use of data of the Target Co.. Built Day 1 plans to ensure operational readiness of IT, Data, and Cyber and liaised with other workstreams to find opportunities to value capture.- Integration of a HRTech Target Co. with a DataTech company with net revenue over US$ 6 Bn.: Advised on future operating model for IT, Data, and Cyber workstreams, including definitions of the new architecture to enable the use of data of the Target Co.. Supervised the team responsible for building Day 1 & Day 100 plans to ensure operational readiness of IT, Data, and Cyber and linking with functional areas. Led clarifications and design of a governance model for Intellectual Property & Software License Agreement.- Tech Strategy for a Financial Services player with net profit over R$ 10 Bn.: Advised on IT strategic positioning based on the current and future tech-stack as well as FSI trends to leverage the client’s solution globally. Built strategic scenarios to bring new perspectives and options to the CEO, CIO, and CFO. Recommended the tech-strategy drivers through a capabilities map for payments industry.

- Divestiture project in a Life Science and Health Care player with gross revenue over US$ 100 Bn: 15 countries in LATAM, 3 SAP instances, 150+ satellite systems, no critical incidents for the operational continuity.- Divestiture project in a Metals & Mining company with net revenue over US$ 50 Bn: Led the TSA (Transaction Service Agreements) Governance, and the Cutover & Hypercare phase to enable the organizational restructuring in Brazil, Canada, The UK, and Switzerland. Spearheaded the IT Readiness to carve-out a single SAP ECC instance and 650+ satellite systems enabling the closing of a US$ 2.5 Bn deal.- Integration for an Insurance company with net profit over R$ 1 Bn: Headed the Management Office for the transaction, including presenting status reports to the Operational and Steering Committees, strategizing tests, and chairing the Command Center & Cutover. Also, supervised the team responsible for building Day 1 & Day 100 plans to ensure operational readiness, blueprinting (as-is mapping and to-be designing), orchestrating systems adjustments, and planning the capture of financial benefits of R$ 150 million.- Corporate Restructuring for a Financial Conglomerate with net profit over R$ 10 Bn.: Oversaw and advise a team of 4 Senior Consultants to design an IT Operating Model, including the definition of a RACI Matrix and SLAs according ITIL and COBIT frameworks, to enable the corporate restructuring and IT assets transfer.- Lead some IT Due Diligences for dozen clients and industries assessing IT Architecture & Landscape, IT Financials, IT Organization and Strategy, etc.- Sold around US$ 730k (R$ 3.8 Mn.) in projects for the team. Also, helped teams to build continuous improvements of the IT M&A practice, being responsible for Offerings and Sales pillars.

- Led strategic projects using APM by BCG, SAP Activate, PMI, SAFe, Scrum, Kanban, and PRINCE2. Managed R$ 185 M in Capex, saving R$ 7 M through quick wins, vendor negotiations, cost control, and transformation initiatives.- Managed SAP S/4HANA Implementation with R$ 40 M of Capex budget. Developed the governance structure adopting a scaled-scrum approach. Implemented the integration of Jira and SAP Solman to automate efforts. Guided workstream leads on the proper testing framework, and supported SMEs in developing an in-depth comprehensive test plan. Liaised with vendors to evaluate tools to leverage testing. Influenced IT rationalization optimizing 10% of all integrations due to decommissioning/migration of legacy systems. Strategized and built the Day 1 Readiness Plan, Cutover Plan, and Hypercare.- Expanded B2B operations to ~70 locations annually, resulting in R$ 0.9 B in net revenue in 2020 and 5% market share for the B2B segment, plus R$ 0.3 B revenue and 2% market share for the SMB segment. Additionally, led 3 end-to-end M&A programs, including acquisitions of assets from a public government entity, acquisition of a regional ISP, and a corporate restructuring.- Guided the adoption of agile frameworks and coached teams to understand the product vision, and supported backlog refinements. Led a squad responsible for an IoT product to adopt OKRs and flight-levels. IoT squad reached 1.0 M. SIM cards 6 months ahead of schedule and doubled gross revenue YTD. Led the transformation of CS Ops through an RPA project that reduced ~7k incoming calls/month due to automatic FCR. Evaluated the adoption of AI using NLP and text curation. Built and led squads focused on the analysis of Churn & Retention for B2B and B2C sales, driving the implementation of Big Data & Analytics and ML to cross historical information with the CRM pipeline, and SDR and KAM profiles, enabling the generation of insights to enhance sales pitches and client-facing approaches.

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Advised on a high-complexity program aiming at creating a Full Credit Card Acquirer for a big regional client (Unica Credit Card Acquirer). Mastered on Pricing & New Products such as Contactless, Commercial Offerings, and Core Solution value streams, such as Authorization Capture & Network, and Finance & Processing.- Delivery management based on SAFe, Kanban, Scrum and PMBoK approaches.- Management of remote and on-site team members (internal and outsourced).- Incidents management and weekly report to a Steering Committee composed of Senior Managers, Superintendents, Directors and C-Level.

- Customer Services Operations migration in a regional Financial Services player: Advised on customer services migration recommending a new services catalog, demand design flow, revising KPIs and root causes, and designing a new front-end tool resulting in a resolution rate of requests/demands up to 70% in a single-screen and improving NPS from -16 to 40.

I worked on the challenge of creating a Project Management Office with the goal of establishing a methodology based on agile and waterfall approaches.- Company's "pain points" mapped in relation to projects and proposed a 5W2H plan for taking actions.- Documentation and processes standardisation, suggestion of a pipeline model to measure team capacity.- Suggestion of a portfolio structure to manage the projects better and help in the company's business lines.- Support to processes, project management tools and techniques.- Definition of KPIs to demonstrate the project results in cost visions, schedule performance, team speed, risk burn-down, and resource utilization.- Professional training with Requirements Analysts and Scrum Masters in order to inspect and adapt the processes established by the PMO.

Onboarded on projects of low to high complexity in the vertical of credit cards, aimed at the creation, restructuring and improvements of processes of Call Center operations and launches of products exclusively demanded by the customer Bank Bradesco.- Advise on business and product definitions throughout the project management lifecycle, from start-up to delivery.- Definition of a roadmap of the Bradesco App and Internet Banking in order to bring continuous and faster deliveries.- Created a UI/UX laboratory to get requirements to refine and test the app before its launch at the virtual stores.- Reduction of 43% in the Call Center connection rate for all card portfolios due to the implementation of digital channels (App and Internet Banking).- Achieved the goal of migrating the customers/cardholders to digital channels through proposed actions within the Operations team.- Conducted a feasibility study to create a digital service support team to compose Algar Tech's solutions portfolio.

- Advisor in several project implantations of the Sankhya ERP in a dozen segments such as Manufacturing (Coffee Production), Marketing & Advertising, and Distribution/Logistics.- Participated actively in meetings to survey the client's needs with the function of providing the best solution for service delivery.- Worked in the implementation of processes and modules.- Documentation, flows and procedures to operationalize the process.

- Responsible for managing evolutionary projects involving one or more of the company's corporate systems. Also, performed the end to end project management, as well as the business analysis to meet the definitions elaborated by the Head of Product Development.- Managed a team of 3 analysts responsible for the support of the TOTVS ERP application and for treatments of short and medium-term corrective and evolutionary demands of the Big Data SAS and TranzAxis/Tranzware (Compass Plus) corporate systems.

I was a contractor providing services through my own Legal Entity Company (formed only by myself), called MS2 Consulting.- Worked for Chaus as a consultant/advisor in several projects aiming the implementation of TOTVS ERP modules (most related to Finance & Controlling, Purchasing, and Sales - Billing and Invoicing), and business processes geared towards some segments, such as Agribusiness, Manufacturing, Banking, Cooperatives, Chemical, Industries, and Logistics.- Implemented some Purchase to Pay and Order to Cash processes in dozen industries without any disruption in day-to-day operations.- Implemented some Warehouse Management processes such as Inventory Counting and Tracking, Bill of Materials, Labelling, Check-in and Check-out.- Implemented few Transportation Management processes such as Electronic Cargo Bill of Lading, routes management, and load monitoring.- Implemented some AP and AR automation through EDI files.

I worked for American Express at its Corporate Service Desk.- Performed analysis, corrective and evolutive maintenance, configuration and support of systems for visualization and generation of American Express credit card invoices.- Held meetings with the NCSA American Express team to implement certain adjustments to the international customer tools and presentations of the configuration process made for customers in Brazil.