As Head of People for North America, I'm responsible for all HR functions and activities operations. My responsibilities include Attraction & Recruiting, Onboarding, People Experience and Learning & Development, focused in the North America business operations, which includes people from multiple countries and geographies around the globe, having a greater concentration in Brazil, United States, Colombia and Canada. I also manage the People Services structures for Canada, Colombia and United States, including processes like Payroll, Benefits, Compensation and Employee Support.I interface with other Value Streams that are responsible for guidelines, technology and efficiency and processes unification for Attraction & Recruiting, Onboarding, People Experience and Learning & Development prioritizing needs and customizations based on the operations routines.

As a PDM, I was responsible for establishing internal processes (HR, Personnel) that ensure every single person in the company (in this case, my structure) has its career and satisfaction tracked in a regular basis. Coaching people's coaches in order to create the right environment and culture of career management, openness and transparency.

Leading the future of a decentralized and remote work, enabling global growth across multiple regions, connecting tech talent and the business rapid expansion in order to fulfill company and investors goals. My job encompass finding, attracting, hiring and retaining top tech talents through an amazing employee experience (Great Place to Work standards) across the globe. Developing and testing strategies to connect current growth needs with talent availability, managing compensation, payroll and career development in different cultural spaces.

Being accountable for the Talent Acquisition structure, I am responsible for developing strategies to surpass the tech talent market scarcity, engaging through all other people-related areas, like learning, belonging and diversity and inclusion strategies. With a data-driven culture, and connecting and reinforcing CI&T's employer brand, we were able to demonstrate the impact we generate into the company, by doubling the current hiring results.

In an executive role, I was responsible to develop strategies to expand Belo Horizonte site, connecting the Business areas with all other corporate ones, including Employer Branding, Talent Acquisition, Workplace Experience, Employee Experience, Learning. Used my abilities to ensure around 250 people were connected to CI&T strategy to make Belo Horizonte the hub for international contracts, doubling its size by the end of 2019.

As a Senior Manager, I was responsible for enabling the connection between the customer and our delivery team. Working in international contracts, mostly connected to Google Cloud Platform (GCP) , my missions included applying Lean practices in an agile environment (Kanban, Scrum, etc.), innovating through new delivery practices, including UX and design thinking concepts, driven by data. Implementing visual management, PDCA rituals, and executive report (financial, execution, people).

As a project manager, I was responsible for the entire project lifecycle, from pre-sales to delivery. I was responsible for building and scaling the right teams, being accountable for the product implementation delivery, ensuring the customer satisfaction. I was also part of some strategic decisions at the contracts and the company. Client: Vale (GEP - environment and Sharepoint corporate sites; UNICOM - logistics; MDMS - SAP)

As a project leader I was the consulting leader responsible for the project, managing and applying PMI practices to deliver projects. I was the front-line to the client, structuring the projects, evaluating costs, time and presenting the project status at those perspectives. Client: Vale (GIC, AIC - both for PMO area, IT Mozambique Assessment - commercial and logistics)

With the agile advent coming to the IT companies, I worked as a Scrum Master helping teams to understand and apply Scrum and deliver value for the clients. I also helped clients to improve their results and attend their business needs through agile practices. I was the knowledge owner and I was the front-line to the client, understanding their business needs and helping them to transform it into software. Client: Mendes Junior (heavy construction, supply chain) and Brasilcap (bonds, finances).

As a development leader, I was responsible for multiple teams, each of them with their own structure. In this role, I was responsible for the product delivery beside a development manager, managing the scope, time, quality, hr, risks, internal communication, being the front-line to the consulting team (project manager, business analyst, architect, etc.). I worked in this role for: Vale (SIOP, APS, both are portuary operation optimization project), Petrobras (multiple projects for the areas: marketing, environment, social, health and safety and others).

Working as a technical leader, I was responsible for technical support and team leading 5 to 10 developers and testers. The first project as a technical leader was the same one I worked as a developer, in minor improvements projects. I also worked as a technical leader in first stages of a new project, same client (CVRD - Vale) in a portuary operation optimization project, acting during the earlier RUP stages (conception and elaboration) beside the consulting team (project managers, business analysts, architects) and technical team leading in the beggining of the implementation stage.

Mid-Level developer at Java EE Platform. Using RUP methodology, developed a mission critical project for CVRD (Vale) logistics area. Big expertise in business, worked for the whole project, including post production phases, being responsible for new releases of the software.