We focus on the development of new tools for improved management of patients with epilepsy, based on wearable sensor hardware and an integrated cloud-software system.The sensors will continuously record a variety of physical and physiological activities that when analyzed collectively will provide objective and accurate information on the patient’s seizure profile.

A Seabra Foods is the retail branch of a family run business group, comprising more than 20 companies. A Seabra Foods is specialized in ethnic foods within the food retail industry, with a strong presence in the New Jersey state and revenues over $50M USD.★ Currently leading A Seabra Foods digital transformation across the customer experience cycle and the data flows on the supporting activities such as accounting, tax, HR or logistics.★ Assessing the company's current structure and data flows to generate better analytics to support the decision making process in a business performance framework.

Isidoro Chile SA is owned by Grupo Isidoro, a Portuguese family run business that acts mainly in engineering and construction, especially earthworks and civil engineering, and has a strong presence in wind and solar energy projects. This group has companies across Europe, Africa and South America, despite only being international since 2011. Isidoro Chile has revenues of approximately 10 USD million and 80 employees.★ Designed and implemented a managerial accounting system to projects in the LATAM market, centralizing global financial and economic data that could be interpreted in different scenarios depending on the end user.★Designed and implemented a cross-divisional reporting system for the LATAM market in excel spreadsheets, providing data for financial and economic analysis that replaced a cumbersome manual process. Each divisional manager would receive regularly a simplified and tailored report to help him/her in the decision-making process★ Improved the procurement process, reducing paperwork turnaround time and clarifying competitive pricing for various vendors. This action contributed to increase accountability between divisions in the buying process.★ Trained peers to the correct use of tools and supervised the restructuring of the accounting department, identifying areas of improvement for international funds transfer.

Andrade Gutierrez is a large conglomerate with revenues of USD 7 billion and 250k employees in more than 40 countries. In Andrade Gutierrez I was recruited through a 6 months leadership program and integrated in the biggest ongoing infrastructure project of the company, with approximately 1300 workers.★ Was promoted to head of the controlling division of the project before the end of the leadership program due to my performance. This promotion was indicated by the project manager and the country manager.★ Saved 13% of the controlling division budget by automating a manual process that took from 4 full work days of 3 workers into a computerized process lasting less than 1 minute. This improvement was achieved in 1 month with a macro enabled spreadsheet and a redefinition of activity and equipment codes and of data-entry processes.★ Reduced the turnover in 5 days to the inter project data analysis of transfer pricing events by adjusting the workflow of data and automatically coding the events to a better integration with the finance division.★ Improved the accuracy of the future cash flows forecast by reassessing the integration with operations forecasts.★ Voluntary trained outside the regular working hours other divisions managers and administrative workers to the use of Excel for management. This training sessions enabled other managers to enhance their use of Excel in their divisions, accelerating and improving their own processes.★ Designed other automatizations to Excelfiles of other divisions such as laboratory, production, human resources and planning.

Glinx was a startup dedicated to help businesses improve their go-to-market strategies and client communications. Had revenues of USD 70 thousand with a structure of 4 people in year 1 (9 months of activity). The main activity of the company was the outsourcing of direct sales to clients in different industries such as energy, financial services, food and beverages, communications.★ Expanded to the business to 4 different Portuguese regions within the first 16 months in the natural gas sector. This was achieved due to an outstanding performance of the sales teams in region 1. I directly managed those teams.★ Invited to be 1 of 3 representatives of the biggest energy company in Portugal to manage relationships with key industrial clients of natural gas during the process of liberalization. ★ Successfully restructured the company twice to respond to market constraints. These actions allowed the company to survive to two waves that led several companies to close activity.★Integrated a regional networking chapter of BNI (Business Networking International) being elected to the leadership team as growth coordinator, despite being the second youngest entrepreneur in the group. The purpose of this association is to strengthen regional businesses though networking. Was invited to embrace the opportunity of becoming Regional Director, due to the performance on the local chapter.

C2H8 was a local sales agent of a major energy company to the sector of natural gas and franchisee of a financial and credit advisory firm.★ Led the restructuring of the company that resulted in a 9-fold increase in revenues in the first year in the job.★ Created and trained employees in a revenue planning and controlling system, increasing efficiency in direct sales teams routes, increasing profitability for both the company and the sales representatives.★ Reduced by 30% client complains of the sales representative by implementing a training framework with advocates of the motto: "Better sales, Better leads".★ Increased sales revenue per team member by 80% by reducing the number of representatives per area, changing policies and recruiting new talent.

HDFF is a district hospital in the center region of Portugal. In 2007 had revenues of USD 37 million and 600 employees. I was responsible for the managerial accounting, forecasting per business unit and analysis such as deviation, unit profitability, DRG profitability, asset utilization and inventory.★ Decreased time to complete distribution general costs by business units by an average of 23 days. This achievement was possible by redesigning criteria of distribution and tailoring each unit report to integrate with the managerial accounting.★Leveraged quality of reports by tailoring frameworks to business units and creating reports of performance per patient and per DRG (Diagnostic-Related Group). The overall feedback of the physicians/managers responsible for each unit was that these new reports were more effective to the decision making process.★Reduced data errors in indirect cost distribution to 0% by designing and implementing data consistency sheets.★Increased the accuracy and reduced data entry efforts in the drugs and clinical materials inventories by designed for nurses a drug administration and clinical material control sheet that integrated the inventory software with the drug administration existent sheets.