Despite having a profitable operation, Accentix's partners chose to initially maintain IT operations, but move on to developing information security applications, completely changing the company's focus. This created a rift between the partners, as part of them did not agree to direct all efforts to a new area of ​​activity, to the detriment of the service that was already fully consolidated. At that moment there was a division of the company and I chose to leave the company and start solo IT and information security consultancy work.

By decision of the partners of Synercorp and Megalan, the Megalan spin-off took place after approximately 2 years. As I had control of the operations, I was invited by Megalan's partners to start Accentix with them, similar to Megalan, but strengthened by the experience acquired in participating in highly complex operations and projects and experience with large clients. I started to manage services for the entire customer base, leading the team that came from Megalan/Synercorp, focusing on ensuring the quality of deliveries and close relationships with customers. The spin-off was a very costly process in terms of planning, communication and construction of a new structure, but we were able to quickly (almost without interruption) take over the contracts again and start serving customers.

Synercorp's target audience was larger customers and partnerships with major players in the market. In addition, it had three very strong consultancy areas, focused on information security, IT governance and business continuity. There was a merger process where Megalan started to operate under the Synercorp brand. The objective of the merger was to optimize the delivery processes for Synercorp customers, through the employees and methods already used by Megalan, maintaining the managed services customer base. During the merger process, I participated in the strategic planning for integration between the consulting and operations areas, and became responsible for the operations and ITO project areas, reporting directly to the operations director. My area was responsible for serving Megalan's managed services customers and also absorbed Synercorp's project deliveries. In addition to Megalan's client portfolio, my team took on projects in companies such as Cielo (PCI/DSS), HP SIEM implementation at Dasa Diagnósticos, Mcafee Mobile Security implementation at Tecban (24-hour Bank), website implementation and integration with Palo Alto at ISS Brasil, development of SGS (Service Management System) for several clients, among others.

Megalan was an IT solutions company aimed at small businesses, and its objective was to propose robust and stable environments, which could count on advanced security controls, but which were financially viable for the size of these clients. It was a Microsoft partner and specialized in the implementation of Microsoft Windows Server for Small Business composed of Windows Server with the possibility of licensed use of Active Directory, Hyper-V, other integrated network services such as Group Policy, DHCP, DNS, etc., in addition to Exchange and SQLServer. The projects were mostly implementing Windows Server for Small Business and Exchange Server because at the time there were no Cloud offers and practically all communication was carried out via email. For the security of these environments, we chose to use Linux servers (Debian, Fedora and CentOS) performing the functions of perimeter firewall, balancing/redundancy of internet links, web proxy and control of the email/anti-spam queue, through of IPTABLES and SQUID.My role was to assess the client's environment, design a project that fully met their needs, implement the project and deliver the documentation to the NOC.As I knew in depth all the environments of all the company's clients and had a very good relationship with them, I started as a full support analyst, but in a short space of time I was given the opportunity to create and manage a project area, with the objective of of course to scale the work I was carrying out and increase integration with the NOC and consequently optimize managed services, taking advantage of the emergence of disciplines for this purpose (ITIL, for example).