- Lead Maxxi´s products and services strategy and development for Agro, CPG and Pharma verticals overseeing the entire product development lifecycle, from ideation to execution and release in partnership with delivery business units.- Build and maintain strong relationships with customers and internal stakeholders, understanding what are the main problems to be solved and how they match internal capabilities, delivering products with meaningful impact on the customers and the company’s revenue.- Ensure performance is in line with company objectives and goals, improving revenue growth, market share, and customer satisfaction.

- Defined the strategic vision for the Data, Applications, and Governance areas in alignment with the local corporate strategy and the global technology strategy.- Disseminated data-driven decision making, from data identification, acquisition, and governance to data delivery through data products consumed by other solutions, reports, and dashboards. This enabled innovative data products, such as customer segmentation, automatic credit risk review and approval, automatic field georeferencing based on images and public data and product price trend monitoring.- Optimized the use of the data architecture, combining globally available technologies in the best possible way to deliver local results (AWS Redshift, SAP HANA, and Microsoft PowerBI).- Managed the lifecycle of the main ERP (SAP S/4) and legacy systems, including other ERPs (SAP ECC, TOTVS Protheus, Siagri among others), ensuring the availability of critical operations in compliance with current legislation and improving organizational efficiency through process and system improvements.- Continued monitoring technological trends, evolving the technological architecture to maintain the area's innovation and delivery capacity and minimize the security and unavailability risks of the solutions.- Ensured the effectiveness of internal controls, testing and periodically reviewing them in conjunction with the corporate internal controls and audit areas, addressing issues such as data privacy, segregation of duties, and compliance with current policies.- Planned and manage the budget and resources of the technology area, adequately allocating resources for the execution of the corporate strategy and monitoring the execution with the finance team. Identify optimization opportunities with global technology teams, the purchasing team, and other teams in the organization to reduce technology costs in the organization.

- Lead the Digital Engineering team, providing the vision and strategy for senior managers aligned with Digital Product leadership to refine the infrastructure design, data models, core services and development strategy to scale up our digital products focusing in cost-efficiency and reliability, and continued delivering new products towards a robust development strategy to ensure timely and high-quality results.- Lead our Data Privacy and Cybersecurity measures in partnership with DPO and Global cybersecurity team to implement robust security measures, ensuring the safety and integrity of our environments, protecting critical data and systems, and assuring our data privacy measures are aligned with local legal requirements.- Accelerate our data-driven culture within the organization by providing actionable insights, analyzing operational data, and enabling informed decision-making.- Invested in the team’s growth and development, promoting a psychological safe environment and pursuing an optimal work-life balance.- Planned and controlled digital budget planning and allocation optimizing resource utilization to maximize impact, aligning digital initiatives with business goals and customer needs.- Reviewed the short- and long-term strategy of the Digital area in partnership with Digital Products and Adoption leaders.- Cultivated strong partnerships to support our digital initiatives with local and global vendors.

- Established the DevSecOps foundation of the area in partnership with global teams, leveraging the global scale with AWS and practices to quickly ramp up our digital footprint. During this period, I encouraged the global collaboration, serving as a PoC Market for future Technologies that our global teams were not able to test due to the large legacy footprint they had. - Defined and implemented in Jira our methodologies, using a combination of Scrum and Kanban depending on the problem to be solved, and also our development approach based on TDD with Selenium and additional testing for mobile performed in BrowserStack, setting up our CI/CD pipelines in GitHub Actions aligned with these definitions. Also adopted IAC, choosing Terraform as our solution, and feature flag control to speed up delivery, using LaunchDarkly.- Implemented initial intellectual property protection, along with cybersecurity measures to keep our environments safe. Took control of all local digital assets, standardizing all local institutional and brands websites using Drupal as our main CMS.- Defined and deployed our product tracking and usage monitoring based on Google Analytics and HotJar.- Planned and controlled digital budget planning and allocation optimizing resource utilization to maximize impact, aligning digital initiatives with business goals and customer needs.- Defined the short- and long-term strategy of the Digital area in partnership with Digital Products and Adoption leaders.- Cultivated strong partnerships to support our digital initiatives with local and global vendors.

- Created the local Digital Team, from designing the operating model, the roles, defining the short- and long-term strategy for the area and creating the business plan for global approval until the process of hiring the staff and setting up the initial infrastructure and technologies.- Led the Product Managers from the discovery process of new products (i.e., Field Planning, Financial Solutions, Online Ordering) until the delivery through small experiments (beta launch) on the field, in collaboration with international teams (North America and Australia).- Covered all Digital functions during the time (Digital Engineering, UI/UX and Adoption), until the leadership team was hired.- Established relationship with startups, incubators and academia, attracting attention from the market and tech talents. This resulted in partnerships with AgTech Garage and AgNest (Embrapa).- Planned and controlled local Digital budget (expense & fixed asset).

- Led the entire IT area for the Health & Nutrition business unit in Brazil, including factories, offices and distribution centers. During this period reported locally to the BU CEO, and regionally to the LATAM CIO (based in Mexico), also contributing with South Cone Health & Nutrition team providing Data & Analytics services. In this landscape I had the opportunity to manage solutions specific to the health business, like the CRM suit Veeva, IQVIA, LMS and QMS. On the digital transformation we evolved from the e-com PoCs to a marketplace strategy, ensuring that the digital execution in our partners was flawless. - Implemented GDPR controls in partnership with the local DPO and the global IT team, serving as a base for LGPD that would come in the sequence.- Standardized IT policies and procedures, supporting local regulatory agency requirements including GxP policies, ensuring all systems were validated according to local regulations.- Led the business integration IT agenda, quickly providing a single business view after the Health & Nutrition BU was created by merging different ERP data (from SAP and JDE) and normalizing into a single data lake until the transactional landscape was consolidated. The Project also included infrastructure tech refresh (EuC, mobile and servers), a complete service review (support, SoC, NoC, telecom, etc.) and team structure design.- Planned and controlled local IT budget (expense & fixed asset).

- Led the team responsible for emerging technologies in Reckitt for Brazil, what included digital, cloud migration, cybersecurity and data privacy initiatives for the region. In the cybersecurity area, I led the disaster recovery after Reckitt was impacted by a ransomware in Ukraine, taking most of our global and local systems down. On the digital space we run some PoCs with partners to validate the concept of D2C sales through e-commerce for home & hygiene products.- Sponsored the merge of recently acquired businesses into our organization, leading negotiations with telecom, hardware and software providers involved in the carve out and merge of the business units acquired. The Project included replacing devices that were out of Reckitt standards, moving data and process that were in the parent company SAP to Reckitt´s JDE ensuring that all legal requirements from local sanitary agencies were covered, train and onboard all users and provide hyper care support during the initial months of independent operation.- Managed the Trade Spend technology portfolio, focusing on measuring the efficiency of the incentives given to retailers, The mains solution was Oracle Siebel, with some embed analytics and some external reports in PowerBI,

- Led the IT team responsible of the go-to-Market technology stack, including consumer services, spare parts, D2C, B2B, digital, marketing and trade marketing. The team covered end-to-end solutions, what in some situations involved software, infrastructure and connectivity like in the customer care are where we had 850 positions distributed in around 4 partners during peak season to support our customers. The landscape included multiple CRM solutions, including SAP CRM, Salesforce and Oracle and also e-commerce solutions, including VTEX and Hybris.- Assessed and proposed a new CRM strategy for Colombia business, with a simpler footprint leveraging our global knowledge without increasing the landscape complexity and costs.- Idealized and led the B2B e-commerce initiative, merging different requirements into a single program (Spare Parts, B2B Small Accounts and KitchenAid) to make the project feasible. Designed the architecture with the North America team, optimizing the resources and reducing our investment cost and managed the delivery phase of the project. - Audited the North America trade investment and promotion systems as a guest auditor, reviewing controls in SAP and Vistex in compliance with ITGC and SOX.

- Led marketing and sales programs, with emphasis on enhancing the visibility and control over media investment (the largest investment line at the time) and enhancing trade marketing effectiveness by using technology to audit in-store execution through real-time image processing and audit. - Led the technology front of the largest regional project in partnership with Sales, Supply and HR, implementing a new go-to-market model that delivered new relationship model, ways of ordering, processing with picking-by-voice, delivery with optimized routes, collections with the replacement of outdated payment modals and new incentive plans. This implicated in complex software and hardware changes, including multiple providers inside and outside technology scope. One of the skills I mostly exercised during this period was change management to prepare the organization for the changes to come. - Managed large technology providers relationship and service levels under local and global agreements.

- Led large regional projects, with emphasis on the first agile project at Monsanto, delivering a new technology Value Capture solution (now known as "ITS") to support the launch of new soybean technology in the region (Intacta). The project covered Brazil, Argentina and Paraguay, being designed to be multi-region, multi-crop (initially focusing on soybeans and cotton), and also multi-company (provided as-a-service for other technology holders). It was as web-based system, using Java and Oracle as main technologies with complex integrations in the backend, including our internal ERP (SAP) and external providers such as banks and partners that would use our system as a backend for their systems. The project was globally recognized, and I was the first Brazilian to win the global recognition program twice with local projects. - Rolled out the solutions' lifecycle management process I adopted earlier, supporting my peers in the process and being the focal point for internal and external audit. - Became a reference in budget and project management inside the organization, being the main contact with the Global PMO for all local projects, being invited to be part of the Global PMO team.

- Led large projects based on waterfall methodology (PMI) involving web technologies, mobile apps based on Windows CE and BI. Main projects included Trade Marketing programs, impacting our distributors, coops and farmers in all regions.- Led the migration of Lotus Notes apps for Marketing and Commercial areas to Sharepoint or other third part solution where applicable. - Managed the complete solutions lifecycle for applications I owned, handling the TCO and focusing in optimizing support and running costs, while increasing the user adoption.- Supported the split of the business into two separate BUs (Crops and Chemical), carving out the solutions and respective data, mostly impacting commercial hierarchy, products and customers.

- Developed the first CRM solution for the region using ASP.NET, C#, AJAX and MS SQL running in the local intranet. The solution focuses in tracking the interactions with the farmers, and I received a local recognition for this project. Later, the project served as base for the CRM solution in other regions, with highlight for Dr. Dekalb Farm Care in India, for what I received a global recognition.- Delivered simple reporting initiatives covering sell-in, sell-out and visits.- Led middle size projects with local partners, from the RFP creation to the transition to the support teams.

- Maintained web solutions developed in ASP.NET and C# (ITGC/SOX), Lotus Notes based applications (Claims Management, Expense Reports), also acting as L2 support for these applications.- Documented solutions, creating functional and technical specifications for small enhancements handled to service providers, user guides for internal users and installation procedures to infrastructure team.- Supported the SAP upgrade project on the bolt-ons integration during the migration from a local instance to a global instance.

- Coded complete web solutions using ASP, ASP.NET, C#, SQL, Oracle and worked on the conversion of web solutions from ASP and PHP to C#.- Documented solutions, creating user guides and installation procedures for our customers.- Provided advanced support for key users of the solutions.- Supported the implementation of the web solutions partnering with client IT teams.