São Bernardo do Campo, São Paulo, Brazil
Hands-on profile, with experience in management of IT Areas in the segments of Consumption (Food and beverages), Industry (Automotive, Automation and Gases) and Services (EDI, Logistics, IT and Education), focusing on innovation, business alignment and balance in the cost/benefit relation. Resilient Professional with experience in environments that require more flexibility and interpersonal relationship. - Direct management of the areas of Governance, Infrastructure, Information Security, Systems, Technical Support, Processes and Telecom. - Projects management by means of the PMBOK concepts with experience in the implantation of solutions ERP SAP (4.x and 6.x) and TOTVS (Totvs 11, Datasul EMS 2.06 and 5.06 and Protheus 10), with domain in mapping, adequacy and processes documentation. - Administration of big and medium Datacenters based on ITIL and COBIT, applying concepts of business continuity and optimization of costs and resources. - Leadership of implantation/restructuring projects of own teams or total/partial outsourcing of the IT area by means of Cloud Computing solutions including mobility, communication and resources availability. - Management of special projects with the Board, and solutions in B2B, B2C, BI, HR strategies and Logistics (RFID, Bar Code, SIG, on-line tracking of fleets and Sales Force, Bar Code and FIFO). - Implantation in own environments or cloud of solutions MICROSOFT (Windows Svr Cloud, System Center, Exchange, Office 365), IBM (Lotus Domino and Notes), CITRIX (Access Gateway and MetaFrame Secure Access Manager) and Virtualization (VMware & Windows Hyper-V). - Management of Big Data project, generating results in real time for decision in drill-down concept. - Elaboration and implantation of Information Security policies based on Standards ISO 27001 e 17799; Risk management focusing on BYOD. - Experience in the conception and execution of base zero budget, implantation and closing of business and/or production units.
I am responsible for all verticals of the company, Intelligent access control, Monitoring of environments via CCTV (IP and Digital), Integrated automation systems, IoT, IT infrastructure and cabling and Information security. I led the merger with a company specializing in integration of security systems and access control and the acquisition of a consulting company in risk analysis and management. Currently we are developing the Renewable Energy division focusing on solar energy solutions.
since Apr-15: Chief Technology Officer responsible for operations, research and development in IoT, Information Security, Risk, Electronic Security and converging technologies. Feb-15 to Mar-15: Advice on start-up of a Company of IT corporate solutions, Managed services and Cloud computing. Jun-14 to Nov-14: Project with 6 months of duration with the purpose of consultancy in the restructuring of the Supply Chain Management division, involving review of processes, adherence study of the solution developed in face of the market needs, and improvement in the development of Control Systems of Facilities processes and distribution options to optimize them when buying materials, transformation of semi-finished products (CKD) in finished products; Improvement in the control System of products distribution to consumers, automating decisions related to the location of Distribution Centers and Warehouses; Review of communication services processes of the clients with the warehouses and of the CDs with the warehouses by means of solutions: EDI, SaaS and Cloud Computing and review of stocks Management processes (Warehouses, stocks strategy, FIFO) and Transport (modals, trade-off); Safety and performance improvement in the interface with the more used ERP Systems at the market.
I was responsible for the areas of Development and Maintenance of Systems, Infrastructure, Information Security, Technical Support and Telecommunications, leading a team of 11 direct collaborators in 4 plants (SP, BA and RS) and 1 unit of electric electronics (SP). I restructured the IT area, including the creation of the team new organizational structure, collaborators recycling, computational environment stabilization, credibility improvement in the IT area with the internal clients; I managed the updating of ERP Datasul 2.06/ 5.06 for TOTVS 11. I conducted redundancy of technology processes, negotiated with NIC.br in order to liberate the AS (Autonomous System) condition to make it independent of the Operators and having total redundancy of access to Internet, maintaining 100% accessible the vital resources for a 24x7 operation. I conceived redundancy project of the ERP System applying cluster concept active/active to optimize the capital employed without losing the security level and business continuity; I created the Access Management area minimizing the chance of operational mistakes and/or fraud. I was responsible for processes automation and improvement in the Manufacturing, Logistics and Supplies areas using concepts like OEE, KANBAN, 5S and Sequenced Delivery. I participated of the Executives Group responsible for the start-up of a plant specialized in electro-electronics solutions (SMD and PTH) and qualified for Lead Free manufacture complying with of environment protection policies (RoHS).
I reduced by 32% the budget of IT operations by applying participative management of internal clients and suppliers representing an economy of R$ 8 million/year. I led the physical and logical adequacy of the Datacenters for safe processing of demands from 4.200 users of 14 factories and 42 distribution centers whose processing interruption could cause an average loss of R$ 1,7 million/hour. I was responsible for the Infrastructure in the upgrade project of SAP 4.6c for ECC 6.0 and for migration of platform SUN to platform HP reaching the capacity of 70 thousand invoices per day, involving professionals in Brazil, Germany and United States whose migration occurred within the established deadline. I created the area of Accesses Management related to IT Governance, aiming at security and integrity, using the single sign-on concept and monitoring. I promoted the outsourcing of the technical support teams outside the head office and the creation of a Call Center as a single point of contact in order to provide support to 4.200 users throughout Brazil, adding quality, control and effectiveness of results, pursuant patterns of Governance ITIL and COBIT.
I restructured the IT area involving Team, Infrastructure, Systems and Processes, transforming it in a competitive differential to the company. I centralized the IT Operations in the Corporative Office in São Paulo, Capital, and created a backup-site in one of the Distribution Centers in order to meet the demands of SOX to open the capital of the Company. I created the Processes area and was responsible for its revision, documents regularization and re-implantation of the ERP TOTVS Protheus, adding new modules and functionalities, allowing the full and optimized use of the solution, which resulted in savings of R$ 2.4 million in head-count per year. I managed the development and implantation of solutions for strategic planning (BI/Hyperion), logistic mapping (RoadShow), 360° evaluation for HR and sales follow-up in real time through an innovative solution of real-time mobility and tracking. I conducted the start-up of 3 Distribution Centers, assuming the project, infrastructure and systems, creating 80 new jobs. After acquisition of the company by the Coca-Cola Company, I started to survey procedures and restructure the Data Centers to implant SAP ECC 5.0 considering modules BW, CO, FI, HR, MM, PP, QM (customized to meet the demands of ANVISA – National Agency of Health Surveillance), SD and WM.
I conceived the physical and logical aspects of the new Datacenter in Brazil to meet also Chile and Mexico, eliminating the need for technical specialist teams outside Brazil and generating annual estimated savings of R$ 390,000. I led the deployment project ERP Datasul EMS system to replace the legacy system, resulting in a reduction of annual operating costs R$ 1,4 million as a result of computerization and process optimization. I participated in the start-up of the unit Mexico, including the employment of staff, infrastructure and systems, creating 22 new jobs, on schedule and on budget. I managed the roll-out of Datasul EMS ERP solution for the units in Chile and Mexico, aiming of single point of processing information, reducing the possibility of fraud and bringing estimated annual savings of R$ 70,000 in travel. In 2003 by strategy of Linde AG (controlling of AGA and Seral) was adopted SAP/R3 ERP as standard for the Group, I led the implementation project and roll-out of the new ERP for Latin America with the following modules: CO, FI, IS, MM, PM, PP, QM, SD, WM and WF.