Managing a home building and modernization business. Strong application of skills like administrative management, project management, client and vendor management, procurement/finance/contract management, etc. Developed deep knowledge about the legal requirements and regulations and the required partnership with providers: products, services and manpower.

Program Manager responsible for the implementation of a major Delivery Center at Uberlândia city.Transition Manager, following global standard practices and governance. Responsible for moving the financial services of a bio-pharmaceutical company to an Outsourcing Service (BPO). Senior Operations Manager, responsible for BPO Services delivery for a major multinational corporation, during the execution of a transition and transformation program.

Senior Manager of the Program and Project organization for Financial Industry. In charge of 30+ project managers and a portfolio of client projects in a range of areas/industries: Financial Services/Cards, Telecommunications, Construction, Technology. Leading also some HP Corporate and strategic projects like: Data Center Consolidation, Cloud Computing Services.Responsible for new brand development with focus on project management scope.Providing guidance and mentoring to my staff in the Transition and Transformation Programs, Financial Industry and BPO Services.

Senior Manager, leading the Program and Project Management practice for clients in the Financial and Telecommunications Industries, IT and BPO services. >>> Supported “New Logo” Outsourcing contracts through pre-sales lifecycle, by developing, reviewing and/or assigning PM resources to work on: project management plan; risk assessment; transition & transformation strategy and customer assessment. Project management capability approver during the sales review cycles for Deals related to Financial Services and BPO Services.>>> Managed Transition and Transformation Program/Project Managers, responsible for the leadership and implementation of over 40MM TCV related to new clients/year. Implementing Infrastructure, Application and BPO outsourcing services for new clients: planning and leading migration, transition and transformation; covering client business/processes, infrastructure, applications, and people; dealing with centralized and/or distributed client operations in multiple countries; or cities; or places. Major Clients: Citibank, Sodexo, Global Payments, Cetelem, Nextel, BMG, Grupo Camargo e Correa, Accor, Microsoft.>>> Responsible for the portfolio of internal and client projects at EDS Brazil Financial and Telecommunication Services. PMO services and Program Management were the enablers to continuous receive a huge number of new client demands and track their lifecycle development until the implementation and handover to operations. Major Clients: BV Financeira, Cielo, Alelo, Cards Utility, Cleartech, Telefonica, Nextel.>>> Managed corporate and /or internal strategic programs, i.e.:• PCI Certification program for Cards Processing Services.• Conducted and got green belt certification on Lean Six Sigma project to improve the procurement lifecycle at EDS Brazil. Doing this whilst supervising, directing and motivating a high skilled PM staff.

Successfully extended the PMO services to EDS Brazil clients in the Financial Services Industry: Banco Real, Visa Vale/Alelo, Interchange, Visanet/Cielo, BV Financeira. The integrated management of PMO and Program to all EDS clients in this industry brought both quantitative and qualitative benefits, i.e.: increased leverage teams, optimized common solutions, cost reduction on procurement by negotiating consolidated projects purchases, etc. Responsible for Program and Project Management services;Implemented Portfolio management to Cards Utility Services using the PMI concepts; Assigned to lead the Project Management Capability for the BPO in March 2008 (as an additional scope); Developed a PM Staff with Financial / Cards industry and BPO expertise: recruiting, training, acclimation;Invited, developed and managed a Recovery Plan to an important outsourcing contract in Chile;Proven customer service experience by routine visits to customer locations to develop and manage relationship, manage project delivery results, communicate on executive management levels;Provided Program / Project Delivery / PMO assistance and expertise internally and client delivery;Continuous focused on Business Development and Operation efficiency improvements. Completed yearly performance evaluations, promotional and merit increase recommendations for over 40 Project Management professionals;Routinely provided guidance and direction on complex and critical issues, problems and risks;Staff Coaching, Management and Supervision.Provided consultant and assistance to other PMOs running at EDS Brazil, i.e.: Telefonica, Vale (CVRD).Participated and / or supported the ISO and CMMI certifications.

In 2004, Visanet (Visanet is current called as Cielo) was a major Cards Processing Outsourcing client running at EDS Brazil based on a cost plus contract type, when the business scenario changed as part of a negotiation to a fixed-price contract in which the EDS Visanet Account needed to deal with an increased amount of new sub-contracts to introduce the new services (projects) and a limited certainty as to what the final scope and cost will be as based on a cost-plus long time culture.My mission was to develop and implement the Program/Project management set-up a PMO, as an account strategic initiative to transform/improve the Project Delivery model. Defined and implemented the project governance with required additional oversight and administration to ensure reporting, communications, change management, risk management and the project invoicing/commercial management. Hired and integrated the PMO and PM staff, with Financial Services/Cards Industry knowledge. Established relationship with client, project teams, and account leadership. Led the PMO IT Infrastructure and BPO services (Back-Office, Call center) to Visanet during +3Years. Project pipeline consolidating around 30-40 initiatives running in parallel, integrating Client demands plus internal projects; infrastructure + services acquisition included in most part of the projects; project budget over 1 Million (OT); high complexity to execute project deployment and migration due to a minimum to zero operation downtime (cards processing operations).Major Visanet account initiatives run under the PMO, as an example: In Sept 2006, the major EDS Outsourcing contract with Visanet has been extended 10 years. Led the Visanet 10 Years Contract – Transformation Program to establish and run a framework to address the contract management requirements (APPs, BPO and Infrastructure); changed the program governance accordingly to new requirements.

Managed the Telefonica IT Infrastructure Program and PMO Services: a strategic, dynamic and large project delivery organization: +40 new client requests by month; +100 projects in execution on monthly basis - pipeline; 0.7 - 1.0MM project budget by quarter (only hours, excluding material/3rd party related costs); over 10.000 project hours by month.• Met contractual targets on project delivery SLAs: Delivery Project Plan on time = 95%; Delivery Project Completion on time = 95%; Delivery Project with Quality = 95%, quality results were based on individual project survey answered by final clients.• Developed and got approval on ATIS Infrastructure Program Management Proposal that increased the project organization in 35%: revenue, profit, sizing.Developed core capabilities within the Program and PMO Organizations that set a benchmark for the wider EDS Brazil accounts, i.e.: Editora Abril, Vale, etc. Recognized for “Outstanding Contribution to Strategic Project Management”; Selected to join a small group to meet and due presentations/activities with Dr. H. Kerzner;Developed/Presented the “Telefonica Br PMO Successful Case” at three market seminaries: SUCESU SP, PMI, SUCESU ES.

Successfully designed and implemented a Service based PMO Capability to enable Telefonica IT Infrastructure portfolio management. Identifying the Service needs with the Customer, combined with Account management requirements:• Developed team of 8 contributors into an efficient PMO Delivery organization concentrated upon Project Request Management, Governance and Reporting, Quality Management, Communications, Change Management, Invoicing, Financial/Budget Management and Contractual documentation. • Established a centralized Project Database Repository for project collaboration and information management, using the eRoom tool.• Improved the speed of weekly Program status reporting by 70%, providing updated information:o Integrated Pipeline;o The total amount of hours spent on projects activities on weekly/monthly;o Consolidated hours/costs by client’s line of business for budget management;o Risk, Issue and Decision to be escalated to management committees; o Dashboard consolidating metrics and measurement of project results; others.• Hired additional 12 experienced Project Managers to join the Telefonica Program. Provided mentoring/coaching on Program standards, contractual requirements, corporate methodology.• Led a staff of over 40 Program and Project Managers, setting targets and monitoring performance based on project delivery results.• Developed and implemented Program Communication Management/Governance Model.• Joined the account and client management committees.

Telefonica Account was a major and strategic EDS Brazil contract signed in January 2001 to provide full Infrastructure Outsourcing to Telefonica Brazil. The transition started at January 3rd, when I integrated the EDS project leadership team as a Due Diligence leader to execute the client environment assessment and the implementation plan of EDS Account Start-up and Transition and Transformation program. I was also assigned to lead the Telefonica “In-Flight” projects transition to EDS, with a pipeline of over 200 projects.• Conducted extensive analysis of existing Telefonica IT Infrastructure organization; • Integrated re-badge employees in my organization (Program and Project Management); • Delivered change management activities: acclimatization, coaching, presentations, etc.;• Developed and executed program/project management plans for T&T Program;• Led program and project managers assigned to Telefonica Account: client + T&T projects;

Project Manager and Consultant working for an EDS Client, in 3 initiatives running in parallel: Store Implementation, the “Take Away” Initiative; Business Deployment - New Cities; AMDOCS – Inter-carrier Settlements package deployment.Assigned to work as a client resource, I managed the project implementation involving 3rd party suppliers, an outsourcing company and multiple end-user areas.Responsible for application systems development and integration, technical infrastructure and real state environment implementation.

The FIM – Field Inventory Management Program was a General Motors Brazil initiative in which the business vision was an integrated spare parts distribution chain where retail sales information drives stocking and ordering decisions and where dealer inventories are linked together to improve availability to the GMB final customer. At the same time, the supply chain should be more efficient with lower capital tied up in service parts inventories, a higher inventory turnover and less time spent on stocking decisions. This solution is a worldwide recognized best practice, called also as VMI/ECR. The Program implementation at GMB involved over 1 MM budget; 2 years duration; multiple suppliers; GMB Aftersales, Parts Warehouse, Financial and also around 500 Dealers geographically distributed in Brazil.• Managed the IT Program with strong focus on Value/benefit, Change and Risk Management;• Provided business processes consultancy as a subject matter expert for the VMI/ECR (Vendor Managed/Efficient Consumer Response) implementation at GMB; • Developed and implemented the integration solution covering the overall scope;• Helped on program execution at GMB Aftersales Executive Board: start-up, business plan, approval, implementation strategy/planning, execution, executive status reporting, change management, etc.The implementation was successful executed and the benefits were confirmed since the initial Pilot Deployment. Recognized as “Outstanding Project Manager and IT Integrator Consultant” by senior leadership.

• Completed a successful strategic business plan and corresponding information technology plan for the General Motors Brazil – Aftersales Business unit. This engagement included: benchmarking identification, business process assessment, future business model development, business case completion and submission to Enterprise Steering Committee. • Assigned as a business process consultant to automate the selection, release and update of GMB customer oriented Parts and Accessories to the After-sales Business units and also the GMB Dealers. Thought the study, supported by interviews and meetings conducted using the story-board techniques, some application systems and software were identified and planned for implementation: Parts Release and Cataloging System; Electronic Service Literature. I also led both initiatives running in separate project teams. Where involved also members from global GM Corporate programs that were treating the same subject in such way that we designed a common worldwide proposal as a long-term solution and an immediate strategy to support the critical business issues in the meantime. • Worked as an ERP SD Consultant to an international corporate client (BASF - Chemical Industry). Main responsibilities included: the assessment of the business direction and enterprise business model, sales and distribution current situation processes modeling, SAP R/3 process model adherence evaluation, gap analysis and corresponding alternative solutions development, eventual opportunities identification and raising performance metrics with all representative areas.• As a Business Operations consultant, coordinated the functional aspects related to SAP R/3 implementation for an international service company, using a predefined company-wide template.• Served as a primary point of contact and as a counsel to peers about Corporate Methodologies: Project Management, System Life Cycle and Jupiter Intellectual Capital material/techniques (A.T. Kearney)

Systems Engineer working on manufacturing and automotive industry.Software Development, Integration.Applications Systems Analyst.

Trainee (0.5 year)Applications Systems Analyst | System Engineer | Software Developer (2.5 years)

Administrative role in areas such as: Human Resources, Payroll, Procurement, Manufacturing.