Highlighted Projects
Welcome to the 'Highlighted Projects' section of my portfolio, where I present a curated selection of the most impactful projects from my 25+ year career as a PMO and Project Manager. In this journey, I've managed projects totaling nearly half a billion dollars in investments, spanning over 40 projects, developing more than 500 project management templates and presenting more than 1000 weekly reports. My experience covers serving more than 20+ distinguished companies, establishing connections with thousands of professionals, and consistently pushing the boundaries of innovation and strategic growth. Each project here is a chapter in my story of professional excellence, showcasing my commitment to delivering innovative solutions and fostering collaboration, learning, and growth. These highlighted projects not only reflect the tangible outcomes of my dedication and hard work but also symbolize the partnerships and shared achievements with teams and clients alike. As you explore this gallery, I hope you find inspiration in the passion and expertise I bring to each challenge, contributing significantly to the advancement of industries and the success of the companies I've had the honor to assist.
SIAPV
Branch Service System Upgrade Project for Caixa Econômica Federal, Brazil
Between 1997 and 2003, my tenure at Hewlett Packard, serving Caixa Econômica Federal as our client, marked a pivotal era of my professional growth and significant teachings to complex technological initiatives. As an Analyst Developer initially, I played a crucial role for the development of a new branch system, leveraging object-oriented methodology to significantly enhance operational efficiencies for Caixa. This foundational experience led to my promotion to Quality Coordinator, where I spearheaded the critical Y2K bug testing, demonstrating my capacity to address high-stakes challenges effectively. Following my role as a Quality Coordinator, I transitioned to the position of Relationship Coordinator, embedded within our client's operations. In this capacity, I oversaw the IT infrastructure and automated testing processes, while also managing client relationships. This role further cemented my dedication to advancing technological innovation and upholding operational excellence. My responsibilities not only included technical oversight but also emphasized the importance of building and maintaining strong, trust-based relationships with the client, ensuring their needs were met with the highest standards of service and support. Selecting this project as the highlight of my portfolio underscores its unparalleled scale and the depth of impact it had on my professional journey. This six-year project with Caixa, facilitated through my position at HP, was the most extensive and complex undertaking in my career, offering a rich landscape for personal and professional development. It was here that I cultivated my foundational values as a project management professional, including respect, trust, transparency, customer care, and responsibility. Additionally, this experience refined my skills in problem-solving, crisis management, resources and budget management, which remain integral to my professional toolkit and approach to project management to this day.
Multibusiness Program
PMO for the organizational evolution program of the Boticario Group
As the Strategic Projects Coordinator for the Boticário Group between 2012 and 2014, I spearheaded the PMO for a critical organizational transformation, guiding the company's evolution from a single-business entity to a diversified multibusiness group. This ambitious program involved the creation of 10 dedicated work teams, the mobilization of leadership across all levels, and the establishment of new management processes. My efforts aimed to support the monitoring of all workforces and ensure that the entire scope under development with the direction of the McKinsey consultancy was being implemented accordingly, in addition to presenting the project's evolution to the board of directors on a weekly basis. By executing this transformative agenda, working alongside the consultancy team and directly with the Group's CEO and Board of Directors, I was able to experience and learn numerous growth and diversification strategies, in addition to experiencing the organizational transformation process in its entirety, from the establishment of long term until its deployment in projects to implement the new guidelines. I also supported the development of comprehensive training programs to support the organization's adaptation to its new structure alongside the human resources team.
SCR Latin America
PMO for Supply Chain Reinvention at Mondelez Brazil
As the PMO Director for the Mondelez Supply Chain Reinvention (SCR) program across Latin America in 2018/19, I was tasked with reversing the project's financial downturn within a six-month deadline. The challenge was met head-on with a comprehensive diagnostic to pinpoint operational and financial inefficiencies, leading to a decisive project turnaround in just four months. This strategic overhaul included a critical team restructuring and the adoption of KANBAN as an initial step towards agile methodologies, demonstrating a commitment to efficiency and innovation in project management. The restructuring process was not merely about cost reduction; it involved a significant shift towards a hands-on mentoring approach, especially with the integration of trainees into the project team. This method ensured the maintenance of output quality while simultaneously fostering a learning environment. My direct involvement and practical training of the team played a pivotal role in developing the competencies required for the project's success. This approach was validated when a trainee, nurtured under my guidance for 1.5 years, secured a position at Mondelez, highlighting the effectiveness of our skill development efforts. The culmination of this project involved meticulous management of a portfolio exceeding $100 million in investments directed towards innovation in production lines, administrative process improvements, and strategic factory relocation. Reporting to EY USA and the Mondelez Curitiba Plant Board Directors, the project not only achieved its financial recovery goals but also set a new benchmark for supply chain operations. This endeavor underlines my capability in leading complex projects through strategic decision-making, hands-on mentoring, and a focus on operational excellence, contributing to the long-term success and efficiency of Mondelez’s supply chain in Latin America.
Blade - Connect
System implementation for financial selling, insurance, and client-provided services, for Mobilize Financial Services, Brazil
Upon taking charge of the Blade-Connect project at Act Digital in 2022, aimed at serving Mobilize Financial Services, I encountered significant challenges. The project, designed to enhance financial transactions, insurance, and client services for Renault Group dealerships in Brazil, had not achieved its objectives despite two years of development. The development team, comprising 22 members, was struggling with morale and high turnover, which jeopardized the project’s completion and risked the contract with the client due to unmet deliverables and financial mismanagement. My focus was to stabilize and guide the project towards its goals. This required a thorough revision of the billing management processes and a critical evaluation of the contract and project scope. Negotiating new timelines for deliverables, reassessing the roles and responsibilities as outlined in the client contract, and implementing strategies to reduce staff turnover were key steps. Within three months, the billing issues were addressed, improving the project's financial health. Six months into my tenure, the team delivered the first version of the Minimum Viable Product (MVP), marking a significant step forward. These measures not only helped stabilize the project but also improved team morale, reducing turnover to zero and ensuring a committed workforce. This turnaround allowed the project to move into a maintenance mode, securing its continued success.
