Directed the Professional and Managed Services division, leading a team of 45+ professionals across 40+ simultaneous projects and serving a portfolio of 90+ customers. Spearheaded strategic initiatives aligned with the Company’s global objectives, driving high levels of customer satisfaction and achieving a 2023 NPS of 52%. Instituted continuous improvement practices in customer support, resulting in a 4.8/5 approval rating (based on customer service-level surveys).In partnership with my team, implemented the project governance framework from the Company’s Global Delivery Center, ensuring all Brazil-based projects adhered to global governance standards. Engaged weekly with European Product Business Units to oversee product launches, manage project risks, and report on Brazil’s key deliverables—fostering alignment, transparency, and operational excellence.

Led the Information Technology division, reporting directly to the CIO, and played a pivotal role in structuring the entire technological infrastructure of the company. Spearheaded the internal implementation of SAP S/4 HANA, coordinating across all departments. Additionally, managed the development and rollout of a Digital Platform, designed to enhance connectivity for all park users through seamless interoperability with partners and sponsors.

Served within the Corporate PMO, leading governance for the Greenfield project Maternidade São Luiz Star, one of the premier healthcare initiatives in São Paulo’s South Region. Managed end-to-end project oversight, delivering detailed status reports directly to the executive leadership and conducting weekly alignment sessions with cross-functional PMO teams to ensure strategic consistency, progress tracking, and accountability across all project phases.

Led the prioritization of Strategic Planning projects in collaboration with the Executive Board. Additionally, I managed the selection process for the Company’s HIS/ERP software, structuring a Request for Proposal, defining decision-making dashboards for the Executive Board, and negotiating with IT vendors. I supported the implementation of the Home Office project, conducting feasibility analyses, monitoring execution, and reporting to the Executive Board. I also supported a management task force established to maximize revenue and reduce costs in Diagnostic Medicine, performing analyses on production capacity, supply versus demand, and the rationalization and allocation of costs/expenses.

Led the Professional Services team in the Company’s main regional office (São Paulo), overseeing a team of 50+ professionals, including Managers, Consultants, Analysts and Assistants, and managing 40+ concurrent projects. Achievements under my leadership include multiple awards for excellence: Best Project Manager (2017, 2018, 2019), Best Project (2017, 2019), and Best Regional Consulting Services (2017).

I managed projects, programs, and portfolios focused on system implementation for medium and large customers, as well as corporate groups. I collaborated in developing the system deployment methodology (processes, controls, tools, and standard documentation) based on PMBOK guidelines. I participated in the implementation of Microsoft EPM, an integrated project management tool, enabling management, control, and data accuracy across the Professional Services department. I established a culture of metric and indicator definition, structuring, and control within projects. I implemented data collection tools and processes specific to operations and audited their usage to ensure data reliability. I supported and guided all employees in applying project management methodology and accessing Portfolio information.

Led the execution of projects for both public and private sector, expertly identifying customers needs and setting clear, attainable objectives by managing scope, budget, timeline, and risk in alignment with PMBOK standards. Acted as a mediator to resolve conflicts among teams (Consultants, Developers, and Customers), ensuring collaboration and alignment. Conducted in-depth process analysis to identify gaps between the HIS capabilities and customer needs, developing functional specifications accordingly. Delivered training to configure and operationalize the HIS, providing guidance and auditing throughout critical stages of the project.

I was part of the Project Manager team responsible for organizational improvement involving the Maintainer, the University and the Hospital. I was responsible for projects in the administrative, support and business areas throughout the Company, mapping, analyzing, redesigning and documenting processes with BPM-N, seeking continuous improvement and operational efficiency. I supported the team that led the Software Selection for the system implementation in the Hospital.

I performed analysis and development of object-oriented systems (Java - J2EE) based on specialized themes (Effective Java and Code Conventions for Java Programming).