Creation and Development of Technology Team:Conceived and developed a robust technology team, growing from 8 to over 120 professionals. This team was strategically distributed across global tribes, with well-defined rituals, objectives, and employment contracts. We maintained a turnover rate of less than 2% during the initial two years.Mapping, Alignment, and Customer Migration:Led the mapping and alignment of functionalities between Payleven and SumUp, followed by the seamless migration of Payleven customers to SumUp. This transition occurred without generating friction for customers and resulted in notable improvements in key metrics such as NPS, transaction volume, and average ticket value.Global Innovations Launch:Pioneered the worldwide launch of the first-ever 3G card reader, marking a significant achievement on the global fintech stage.Organizational Structure for Multiproduct Support:Developed a flexible and adaptable organizational structure to support multiple products, providing the company with the agility to innovate and diversify its offerings.Strategic Launches:Contributed to the successful launch of four card readers, strengthening SumUp's market presence.Introduced the Sales Consultant Platform, playing a crucial role in the meteoric growth of the consultant channel. Within four years, this channel became the primary sales avenue for financial solutions to SMBs, surpassing online sales.Spearheaded the launch of SumUp Bank, a pivotal initiative to sustain revenue during the pandemic, showcasing resilience and adaptability in challenging market conditions.Noteworthy Achievements:Achieved an impressive 10x growth in Total Processed Volume (TPV) within just 2 years and 8 months.My role as a leader at SumUp was instrumental in positioning the company as a global frontrunner, characterized by innovation, sustainable growth, and resilience in the face of market challenges.

Joining EstanteVirtual marked the beginning of a transformative journey where I addressed key challenges at the intersection of technology and business:1 - Aligning Technology with Business:Initiated a strategic approach to bring technology in sync with business objectives.2 - Team Growth and Engagement:Spearheaded the growth and engagement of a dynamic team, expanding it to approximately 20 engineers.3 - Enhancing E-commerce Platform Performance:Elevated the availability and performance of the e-commerce platform to new heights.Key Achievements:Robust Monitoring Implementation:Successfully implemented a comprehensive monitoring system, ensuring proactive issue identification and resolution.99.9% Platform Availability:Achieved an impressive 99.9% platform availability, enhancing user experience and customer satisfaction.Legacy System Decoupling and Tech Innovation:Initiated the strategic decoupling of legacy systems into modular components, introducing cutting-edge technologies for improved efficiency.Cultivating Automation and DevOps Practices:Fostered a culture of automation and DevOps, empowering every engineer to take ownership of the production environment. Encouraged the creation of tools to enhance team productivity.Revamped Recommendation Engine:Implemented a new recommendation engine, boosting sales and enhancing the overall user experience.As a result of these initiatives, EstanteVirtual experienced substantial growth in sales, heightened quality, and increased reliability. This positive transformation significantly impacted the business, positioning it at a higher level of success.

Olook was my first job as CTO. When I joined my initial challenge was to connect the engineering with business, and start supporting and evolve a custom made e-commerce platform.We still kept one monolith, a big rails application with an admin and a separate server only for background process. The team grew to 10 people, and I also started to take care of the product itself, not only the technical part of it. At Olook I also started to be more involved with business and how to run it: Financial models, investment, customer acquisition and so on.

Responsible for maintain and improve the scalability of the Java backend systems.

Tech lead of a 12 people team. I was in charge of technical decisions, management and also develop the BackEnd of social games, which has an average of 250 thousands daily active users and over than 5milions page view a day.

I Was responsible for the PrePaid billing plataform. We were a 5 people team. We used technologies like Struts 2, maven 2, JBoss, Velocity, JavaEE, EJB 3.X, always using Scrum methodology

I was a JavaEE programmer for a ERP System. I was in the Billing Team. I have worked with Ant, EJB 2.1, Struts 1.X and so on.