Fellow of the Enterprise Agility University in Brazil

Area: Digital Data AnalyticsI led the technical implementation of the “Digital Solutions” initiative for Petrobras at EY, applying SAFe - a framework for scaling agile.Composed of 2 (two) portfolios:● RGNCL: 7 ARTs; 26 components; and EY headcount 224 professionals.● Corporate: 12 ARTs; 35 components; and EY headcount 412 professionals.Relevant results● Return of 1.5 billion for participating areas● Implementation of CoEs: LACE - Lean-Agile Center of ExcellenceOther activities at EY● Acted as Field of Play Leader for the Market Segment: Government Infra-Structure● Created and led GSCoP - Global SAFe Community of Practice

I elaborated and have been leading a program to install a generative culture: performance-oriented, based on 4 (four) pillars: People, Focus on Business, Automation, and Continuous Improvement, supported by a data-driven approach composed of a set of strategic and tactical KPIs.I installed and have coordinated the CoE (Lean-Agile Center of Excellence) to consolidate a growth mindset.I led the implementation of OKRs (Objective & Key-Results) linked to CFRs (Conversation, Feedback, & Recognition) to align and support the achievement of the goals in all company layers.I taught (training and coaching) all the company's leaders in the Lean Leadership discipline.With the leadership support, we have been identifying adaptive methods and IT tools to support the company in seeking operational excellence.As result, we have used better Ways of Work (WoWs) that have increased the adaptiveness across the company. Agile Program Management Office (APMO) Deployment.Such actions have increased the company's ability in managing agile portfolios, programs, and projects.We implemented CoPs (Communities of Practice) for roles, such as PMs, POs, RTEs, SMs, Executives, to develop skills and facilitate the knowledge transference across those communities members.

Overseeing projects, initiatives, budgets, and operating plans to support the tactical and strategic direction of our client.Collaborating with the client stakeholders to ensure seamless execution of each initiative by applying agile frameworks and approaches.To monitor and evaluating program performance and success using digital product metrics.Seeking to communicate with each initiative, progress, affects, lessons, and recommendations to leading stakeholders across our client.Develop relationships with stakeholders across multiple departments to understand and support the client's objectives.Seeking to build and manage channels for communication, collaboration, feedback within the client community knowing such channels can foster the client transformation.And thinking about the team members, I seek empirically to establish an environment of psychological safety managing the system and not the people.

Our client: the second-largest Brazilian bank / Credit Card UnitMy accountability is to coach and mentor the executives, managers, and team members to attain a sustainable agile mindset. In the special cases of executives and managers, coach them to get Lean leadership thought is determinant due to the established enterprise culture. It’s been crucial for mentoring them to apply agile planning tools, such as OKRs, Impact maps, and roadmaps seeking to align the agile teams’ yield and enterprise strategic objectives.About the team members, I guide them to get the agile transformation seeking the true agile (beyond of mechanical agile), primarily Scrum Masters and Product Owners. It has been a formidable challenge to revise some value streams that involve other areas, viewing to reduce wastes, and achieving continuous improvement.

Our client: The largest Spanish bank in BrazilCoaching the teams to develop an agile mindset. Supporting them to identify the fit solutions for the daily issues, coaching them to solve the issues by applying SAFe Lean framework practices. Helping them to achieve a higher level in the maturity scale which has been used in the financial corporation. Identifying any issues are out of the teams' competencies; researching and presenting for higher managers some solutions for such problems.

Our client: The largest fast-food chains in the worldMy role: Senior Scrum MasterOrganizing and facilitating the meetings such as Sprint Planning, Daily Scrum, Product Backlog Refinement, Review, and Retrospective;Encouraging and helping to drive transparency through information radiators;Ensuring and supporting the empowerment of two agile teams;Helping the team to learn from its own experience and coaching them appropriately;Detecting risks and helping with removing impediments;Identifying the improvement opportunities and looking for the best practices to increase some important aspects, such as customer satisfaction, quality, and business value;Surfacing and assessing all schedule risks and communicating accordingly; andTracking and communicating the team metrics and sprint/release progress of both the product development and team performance.Project: US Migrations 10 two-week SprintsTeam MembersPOs: Renata Gabriella, Thiago VigliarDevs: Fabio Fugi, Leandro Neummann, Leonardo Canhete, Felipe Simões, and Cássio AlvesProject: Europe Migrations 7 two-week SprintsTeam MembersPOs: Francisco SilvaDevs: Thiago Fialho, Felipe Tófoli, Felipe Queiroz, Walter Lopes, Rodrigo Matola, and Darling Lopes

PROJECT DESCRIPTIONA franchising management system for Ronaldo Academy – ownership of Brazilian soccer player Ronaldo Phenomenon, for companies in Brazil, the USA, and China.The project was the first experience in the company to seek the agile transformation.TECHNICAL CONTEXT⦁ B2B and B2C project in the cloud – AWS;⦁ Java – Spring, Angular, iOS, and Android;⦁ SCRUM with JIRAMAIN RESPONSIBILITIESI also promoted and supporting Scrum as intended and handle empirically the increased complexity and issues along with the teams. I conducted the executive meetings, showing the financial modeling, business metrics, and project Roadmap evolution for project Sponsors.BRAZILIAN TEAM MEMBERSZorandir Soares Jr., Leonardo Germani Roese, Flávio Ota, Paulo Henrique and Gustavo Antonio Correa Caja

Supporting all project managers (applying PMBoK model); Controlling the budget (Cost Forecasting, CAPEX, OPEX); Monitoring the stakeholders and sponsors’ expectations; Program Management Office (PMO) Deployment. Elaborating and monitoring the program KPIs, including taking some metrics for the development team; Making and publishing the program status reports; Monitoring and addressing the program risks; and conducting the executive meetings.MAIN PROJECTS⦁ 40,000 hours-long project – customization and deployment of an assets control system – for a world-class bank, within a very complex scenario; and⦁ 6,000 hours-long project – deployment of an assets control system – for a world-class bank.Net Promoter Score (Clients' Satisfaction): 9

PortoSeg / Credit Card UnitControlling the budget (Cost Forecasting); Monitoring the stakeholders and sponsors’ expectations; Elaborating and monitoring the program KPIs; Monitoring and addressing the project risks; Making and publishing the project status reports, and Conducting the executive meetings.MAIN PROJECTS ⦁ 10,300 hours-long project for risk management⦁ 8,500 hours-long project for fraud preventionTECHNOLOGICAL CONTEXT⦁ All projects were conducted according to Payment Card Industry - Data Security Standard (PCI-DSS); and⦁ All systems are integrated to PAYware CMS system of Verifone company

I managed the project portfolio of the company in areas of Civil, Electrical, Chemical, and Computer engineering;Centralized and controlled the information of all projects that were in progress within the company;Created processes and procedures to harmonize all company projects to support the company's strategic decision making;Collected information and project initiatives to align investments with strategic objectives defined by the presidency; andI projected the company's Capex and Opex investment budgets.