Leading the transformation of the global IT operating model, defined after the merging of DUFRY® AG and Autogrill. - Building the global Enterprise Architecture practice, to understand the existing and future capabilities of Avolta® by mapping all applications, its technical details and its supported business processes and objectives, and defining architectural priorities.- Building the Strategic Global Portfolio Office, to Select and govern the different IT project portfolios in line with Business Strategy and Enterprise Architecture priorities.- Reform, with a user-centric perspective, the IT Service Design and Service Management areas. These areas manage, and continuously improve, the IT services (support, improvements, access, others)- Build an IT Finance Controlling area, to transform and coordinate the allocation and control of financial resources to IT departments and projects- Expanding the global IT Procurement & Sourcing practice.- Implement an IT Talent management area that manages IT Human capital, executes strategies for identifying the future needed skills, and executes internal development initiatives. (Agile Program)

Transformational CIO, leading all IT departments: Infrastructure & Telecommunications, Operations, Corporate Applications, Store Automation, Digital Solutions, and Governance. Reporting directly to the South American CEO and the global CIO.- Built the IT teams and departments for the South American operation: (a) capable of maintaining and evolving the core environment; (b) capable of delivering, with digital innovation (using Design Thinking), process improvements, and creation of new products.- Replacement of application architecture elements: from ORACLE® ERP to SAP®; From Plusoft® CRM to D365®; From Redpraire® WMS to ADAIA®; From Microstrategy® BI to MS Power BI- Changed Service Desk and Field Services approach by outsourcing them to a partner who is adding robotic process automation, and artificial intelligence to handle recurring work and allowing specialists to focus on solving the root cause.- Build an integration layer to serve as the backbone of the company's digital transformation, enabling digital partnerships with airport concessionaires, airlines, and suppliers.- Create and run a digital innovation program to provide customers with a hybrid shopping experience (digital and analog) as well as expand the reach of Dufry stores through the use of web/mobile/apps.

Transformational CIO, leading the following depts. infrastructure; telecommunications; IT Operations; Information Security; Data-warehouse & Business Intelligence; ETL & data; Applications development; Digital Solutions; PMO and the innovation committee. Reporting directly to the CEO.• Restructured the IT teams and departments focused on a bimodal : (a) capable of maintaining and evolving the core environment ; (b) capable of steering, with digital innovation (using Design Thinking), process improvements and new product creation. Deployed Agile Methodology and unified the tools to support it.• Lead the conception and implementation of the new SOA architecture (w/; IBM®; Microstrategy®; Informatica®; Google®;BMC®) to serve as the backbone of the digital transformation of the company. BY the end if the 1st stage, 1/3 of its services volume were automated digitally, causing a cost reduction of 24% and increasing customer satisfaction by 10pts (NPS).• Lead the conception and implementation of the core application that automated its most important services. This application (FSM) became the reference for the group for the management of field services.• Planned and lead the infrastructure moving to a public cloud (AWS®). The project reduced the annual cost of IT infrastructure by 53%, and reduced the time to market of any project to less than 3 months.

Founder and CEO, focused on the service and organization building, as well as on the relationship with main customers, and follow-up of the innovation projects.• Built the business plan and defended it to many venture investors until got approval from Rio Bravo Venture Capital to finance the project for 33% of the equity. Negotiations took 9 months.• Built the team, the partnerships, and its eventual modifications, to achieve the strategic targets, specially the high standard of product quality required by corporate customers.• Lead the quest for leading innovation projects such as:o Conception and operation of the business and IT environment (we/mobile) that supported joint-venture among GSK and Neurofarmagen (Spain), that offered different mental health treatment using DNA mapping.o Conception and operation of the relationship model and the IT environment (web/mobile)that supported the automation of 600 TIM (carrier) partners and 1.8M AVON sales consultants, including: Lead Mgnt., Proposal and Deal closing.o Conception and operation of the IT platform that allows remote (using apps) shift check-in and check-out for Oi and its service providers. This improves schedule adherence and align proceedings with legislation.

Senior Manager of the following depts.: Projects; Provisioning; Sales Administration; Market Intelligence and Research; and Corporate Offerings; Reporting to the marketing and sales.• Built the team, hired from different industries and cultures, that achieved the strategic objectives of the corporate area for the initial 3 years.• Lead, from scratch, the conception and implementation of the Sales Mgmt. and Provisioning processes of the carrier. These processes differentiated Intelig by the simplification of sales and reduction of provisioning time.• Lead the creation of the initial offerings of the company, including the IP corporate solution for fixed monthly fee and short delivery time, that became a rupture in the sales standards of market.

• Contributed in the process of reinvention of IBM, lead by the Global CEO Lou Gerstner during 90s, as the leader for the Latin America SMB unit.