Vitor Uehara Email & Phone Number

São Paulo, Brazil

I was hired to lead a new tribe, tasked with establishing a long-term vision and product strategy. The goal was to provide strategic guidance to the teams involved. I worked closely with the squads, building an inspiring vision and promoting active participation from everyone.

After leading Warren International's product for a period of time, I was invited to take on product leadership across the entire Equity vertical. In this role, I was responsible for the digital product strategy for Brazilian Equities, American Equities, and Cryptocurrencies.I took on the challenge of structuring the team topology and processes within the tribe, with a focus on product culture, while also developing the long-term vision and strategy for the product. This role allowed me to dive even deeper into the product space and expand my knowledge in this segment.

At Warren, I was hired to take on the challenge of structuring a product from scratch in a context where the business unit itself was just starting to emerge. The company was initiating its expansion strategy and preparing to enter the American stock market, with the goal of enabling Brazilian investors to invest directly in the US stock market in a simple and uncomplicated manner, following Warren's philosophy.This was an extraordinary experience where I was able to deepen my knowledge of the American financial market and learn a great deal about Foreign Exchange and Banking in the United States.

As an official Group Product Manager (GPM) in the new team structure, I faced the challenge of solidly connecting business objectives with product objectives. During this experience, I took on leadership alongside my colleagues in the Social tribe, where we focused on bringing the Social+ element to the TC platform as a growth driver. Here, the challenge was to translate the strategy into tangible actions following the implementation of the product culture that had been established in the previous months.In this pivotal period of my career, I was invited to become a partner in the company and had the opportunity to play a leadership role in the product team during the process of going public (IPO), making significant contributions during that time.

I joined the TC team as the first Product Manager of the company. At that time, we had only a few dozen developers and did not have an established product culture. I was responsible for building that culture, working directly with the board and C-level executives of the company. Over time, we were able to shape and implement new structures, and I took on the challenge of leading the entire product area of the company.

When I joined Unilever, we were going through a strong digital transformation. After serving in the role of Service Delivery, I was invited to be part of this movement, aiming to transition from a more project-oriented culture to a culture focused on the best practices of product management that the digital market was embracing.

São Paulo E Região, Brasil

As a Service Delivery Manager, my main focus was to develop strategies to improve the product post-launch, with the aim of optimizing the operational efficiency of the Retail Execution team. During this period, I worked closely with Latin American regions, seeking to identify improvement opportunities and implement necessary changes to drive results. My role was to ensure that the product aligned with the needs and expectations of customers while continuously striving to enhance service delivery and quality.

Avenida Paulista, 1106

Avenida Paulista, 1106

Product Leadership

Product Strategy

Product Management

Técnologo, Análise E Desenvolvimento De Sistemas

Técnico Em Informática, Informática

Curso Tecnologia Da Informação, Informática