As a technology leader in the company, I had the opportunity to lead a successful digital transformation plan. Through numerous self-service functionalities, the company experienced significant gains in operational efficiency while also increasing customer engagement. The result was an increase in customer satisfaction levels and company revenue.One of my main achievements was the complete restructuring of the company's technology area. I revamped the team and processes based on the best governance practices, which enabled us to mitigate business continuity risks and create a reliable and highly available technological architecture.Additionally, I unified several dispersed customer contact channels into a single relationship center, significantly improving service efficiency and customer experience.Lastly, I promoted platform integrations with the supplier network, allowing for the availability of hotel inventories and other tourism products online and in real-time. This increased customer satisfaction and generated a significant increase in company revenue.I am proud to have led these successful initiatives and helped the company achieve its business goals.

As a co-founder, I had the opportunity to lead a successful technology team in creating an innovative corporate travel benefits platform from scratch, from ideation to product fruition. Thanks to the team's dedication and expertise, we were able to develop a robust solution that met our clients' needs and exceeded their expectations.Throughout the project, we faced many challenges, from ideation to the final implementation of the platform. However, with the collaboration and synergy of the team, we were able to overcome all obstacles and deliver an exceptional product.The success of the project was evidenced by positive feedback from our clients and the exponential growth of the company since the platform's launch. I am proud to have led such a talented team and played a fundamental role in the success of our company

Responsible for integrating two market leaders in the Occupational Health sector, establishing and structuring the Information Technology area and the Operations area. I implemented a high-performance and availability cloud-based information system capable of managing the company's business, providing efficiency gains of more than 80% in operations that were previously done manually and not automated. In addition, I was responsible for managing a team of more than 400 health professionals, including doctors, nurses and technicians distributed throughout the country, working in the management of more than 200 medical clinics of customer companies, such as Natura, Banco Santander, Johnson & Johnson, among others. Similarly, I was responsible for managing a network of accredited health establishments, which had more than 900 accredited in Brazil all interconnected by an integrated information system, which captured the operation data and fed a database of population health information. Still, I implanted a culture of innovation and high performance deliveries in the teams I led. Finally, in 2022, the company was sold to the DASA Group with the objective of integrating one more branch in the strategy of constituting a health ecosystem.

Built the entire capture network as well as the transactional and corporate IT infrastructure of the company in Brazil.Responsible for forming a multicultural team of Brazilians and North Americans to set up from scratch 2 Data Centers in Brazil, interconnected with the USA which provides backup in Brazil and which will serve as a LATAM hub in the future.Responsible for setting up a team of 18 direct collaborators in Brazil in the Systems and IT infrastructure areas.Responsible for a Business Analysis team working on the system specifications implemented in the USA.Built and perfected IT governance processes which is widely disseminated and applied in the Network Operation Center (NOC) in Brazil.Developed a model of Software Factory sub-contraction for the development of systems that are exclusively used in Brazil.Responsible for implementation of ERP financial accounting in Brazil together with a Global team based in Ireland.Responsible for building the environment that underpins the whole e-Commerce operation of the company in Brazil.

Carried out the function of Statutory Director for the Company, being responsible for the Operations and Information Technology areas. Responsible for setting up and maintaining an IT team of more than 70 collaborators which involved both outsourced and own resources. Administration of more than 15 business partner companies.Responsible for setting up and maintaining critical mission systems in the ‘high level availability (24/7)’ transactional environment. These systems administer electronic transactions in the health area, which always have a highly complex degree of rules verification.Responsible for the migration of the RISC platform to LINUX in one of the most critical systems in the company. This migration made it possible to shorten the average transaction time from 1.5 to 0.6 seconds.Responsible for the migration of the PBM (Pharmaceutical Benefit Management) operation Data centre, thus unifying the company’s entire computer environment, reducing costs and creating greater efficiency in the operations administration.Responsible for running the logistics team which coordinates all installations and exchange activities in the means of capture networks of service providers for Health Services.Responsible for the Call Centre and Network Backup support for more than 40,000 Service Providers. Restructured the Customer Relationship Centre, improving and integrating information systems and, so shortening the attendance time. Reduced the number of attendants which resulted in an annual saving in expenditure of US$ 1.5 million in 12 months.Set up and implemented a Business Intelligence system to generate a Health service provider network, as well as generating a large volume of health service transaction information. Nowadays this system deals with a volume greater than 10 million transactions per month.

Responsible for managing 45 professionals (direct and indirect) in the development and solutions architecture area. Set up an internal team and replaced the existing work on demand philosophy, for pro-active and preventative action when attending internal clients.Implemented software development processes aligned with the CMM stage 2 level, which improved the quality of planning by accompanying the products developed and cutting down on rework.Responsible for the management of projects relating to Governance of TI and TISS (Information Exchange in Supplementary Health), also for the compliance of the respective requests and the organisation of the departments using well-defined rules and policies, for the annual audits. Led the Systems department start-up using well-defined roles and responsibilities, generating greater success in the control and quality in those projects developed and delivered.Developed and implemented the client attendance system project, thus reducing the waiting times for clients and increasing the level of calls resolved. Within three months the Call Centre managed to carry out a monthly average of 800 thousand consultations which had previously been 500 thousand, thus increasing productivity by 60%. Managed a digital biometric identification project for associated members, thereby reducing the fraud rate caused by unauthorised use of cards by 2%. Managed and developed an e-business project which allowed benefactors using the internet to register directly online. This solution brought about a 55% reduction in execution time and a 75% reduction in the cost per registration transaction for a beneficiary in the system.Administered and carried out a project for exchanging electronic bills with hospitals and Laboratories, and so reduce the time for medical bill analysis by 5 days.Worked together with the Marketing and Sales areas in developing and implementing e-services and services on the company website.