Washington DC-Baltimore Area
I spend my career doing one thing: making organizations run differently than they did before I arrived. Started as a mechanical engineer, then spent 25+ years inside business transformation — private, public, nonprofit — redesigning the processes and systems that decide whether a strategy actually happens or just gets announced. Right now that shows up in two places. In my day-to-day work in Business Transformation, and at Travessia Advisory, which I founded to bring that same operational lens to a problem I kept running into: organizations with real climate commitments and no operational infrastructure built to support them. Travessia — the Portuguese word for crossing, and not an accident; my own path runs through Brazil, MIT, Harvard Business School, and a Lean Six Sigma floor before any of it had a title attached. At Travessia I lead the full Passage — Compass, Navigation, Horizon, and The Onward Leg — engagements that start with where an organization's operations actually stand, not where its commitments say they should be. Same instinct that's run through every transformation I've led: find where the gap actually lives, then build what closes it.
Travessia Advisory builds the operational infrastructure that makes climate performance achievable — measurable, defensible, and embedded into how organizations actually run. As Managing Partner, I lead all client engagements. The entry point is always operations — not climate commitments. The performance follows from the infrastructure. ─ What I bring to engagements: Lean Six Sigma methodology — value stream mapping, gap analysis, root cause analysis applied to operational systems. The rigor that makes findings specific and defensible. Operational diagnostic — Compass: six dimensions, approximately seven weeks, fixed scope. Specific findings, not a problem list. Governance design — decision rights, accountability structures, and ownership frameworks that make climate performance someone's actual job. KPI architecture — accountability commitments translated into measurable operational indicators tied to how the organization actually runs. Reporting & disclosure infrastructure — systems that produce SEC, GHG Protocol, and TCFD output reliably, as an operational output. Process reengineering — core workflows redesigned so climate performance is embedded into operations, not layered on top. ─ Clients: municipalities and public agencies · manufacturing · financial institutions · higher education · healthcare systems
Leading governance and operational transformation across a complex national institution. Managing SaaS implementation across multiple state affiliates — designing integrated processes, aligning cross-functional stakeholders, and building the governance structures that ensure long-term compliance, performance accountability, and institutional continuity. Reengineered core financial and business processes to increase efficiency, ensure adherence to Federal laws and regulations, and align operations with long-term strategic goals. Managed communications and alignment between internal stakeholders and external technology partners to support smooth delivery and adoption. Applied the same systems integration and governance-building methodology — at the scale of a national organization with state-level operations
Develop comprehensive executive reports to provide insights into key performance metrics, financial trends, and strategic initiatives. Collaborate with cross-functional teams to gather data, analyze trends, and create visually appealing reports tailored to executive leadership Analyze process data and identify opportunities for optimization. Manage the entire project lifecycle from initiation to closure, ensuring adherence to timelines and quality standards. Lead process mapping initiatives to identify inefficiencies, bottlenecks, and areas for improvement within various departments. Conduct interviews with 20+ stakeholders to understand current workflows and business requirements. Create 10+ detailed process maps, over 400 process steps, and documentation to facilitate communication and drive process improvements and process creation across the organization. Lead process value analysis initiatives to evaluate existing workflows, identify inefficiencies, and recommend improvements to enhance operational effectiveness.
For nearly 17 years, built the operational and governance systems that make organizations perform — across private companies, public institutions, and nonprofits spanning finance, operations, HR, logistics, and production. Designed and implemented integrated governance frameworks, executive KPI dashboards, and operational monitoring systems that translated strategic commitments into measurable, accountable outcomes — including sustainability performance metrics, environmental operations improvements, and climate transition readiness assessments. Achieved up to 70% improvement in operational performance through process reengineering and systems redesign. Led end-to-end process reengineering across 20+ client engagements: mapping workflows, identifying systemic gaps, redesigning core processes, and embedding governance structures that sustained performance over time. Applied Lean Six Sigma methodology throughout. Advised organizations at the intersection of operational transformation and regulatory alignment — building the institutional capacity to deliver on complex, multi-stakeholder commitments. This body of work is the operational and methodological foundation of Aquarela Advisory.
Evaluated and analyzed various analysis and performance management methods and tools to identify optimal solutions for client needs. Provided hands-on support, training, and mentorship to managerial and operational teams in the implementation and utilization of management tools, including PDCA, Management for Results, and Integrated Processes Management.