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Work Background
BATSenior Project Manager for Global Procurement (contractor)
Nov. 2022London Area, United Kingdom• Spend Under Management Dashboard – In charge of a Global initiative (pilot involving Brazil, Germany, Japan, Korea, Bangladesh, USA and UK) which ambition was to deliver: 1) Ability to track Spend Covered by Contracts that resulted from a Procurement negotiation cycle; 2) Ability to track the estimated contract spend of the current and next year against the total amount of PO´s and Invoices associated to the same year. • Played an active role in promoting agile delivery practices across all initiatives under Global Procurement IT: Coupa Utilisation, XCELerate Program, Sourcing Automation (Fairmarkit Pilot), SRM-Vizibl Enhancements.
BATPMO & Senior Project Manager (contractor)
Oct. 2013 - Oct. 2023Porto Alegre Area, BrazilResponsible for establishing governance, standards and procedures, implementing financial controls, track scope delivery and benefit realisation, as well as supporting internal/external audit of global and regional projects. Some of the most important projects delivered in this period were: • Regional IT Services Transformation – This 2-year programme was organised in different work streams (Data Centre, Applications Support, Telecom, Hand s& Feet) aiming to reduce infrastructure complexity and number of suppliers. As result, it delivered 23% of cost reduction in America´s IT services.
• Global Data Centre – The objective was to set up a single America´s Tier 1 Data Centre. 150 servers supporting 50 most critical regional applications were moved from Porto Alegre (Souza Cruz premises) to São Paulo (T-Systems partner). Hosting services cost was reduced in ~20%. • Full Cloud Potential – The target was to move all non-critical systems to MS-Azure. This initiative delivered 15% saving related to non-critical hosting services.
• Cabrini – The challenge was to close the Data Centre in São Paulo, moving all critical systems to Frankfurt (T-Systems partner). Additional 20% saving in hosting was delivered.
• Telecom Consolidation – Responsible for the project governance, the network and telephony service contracts were consolidated with only three suppliers. Service cost reduction exceeded in 25% the original target.
ESPMLecturer at Project Management Post-Graduation Course
Aug. 2013 - Dec. 2019Porto AlegreMBA in Project Management
UnisinosLecturer at MBA in Administration
Jul. 2013 - Dec. 2014São LeopoldoMBA in Administration
Grupo RBSInformation Technology Business Manager
Aug. 2012 - Sep. 2013Porto Alegre Area, Brazil▪ The IT Demand Team was responsible for Business Engagement, Project Portfolio Management, Implementation Proposals and Reporting project cost and benefit results to senior users of all business areas.
▪ It was adopted ROI and other prioritisation techniques combined with Agile Delivery Methods, aiming to add value and accelerate the delivery of expected project results.
BRDESAP Project Manager (contractor)
Jul. 2011 - Jul. 2012Porto Alegre Area, Brazil▪ SAP ERP Implementation – In charge of a team of 15 consultants covering Finance, Controlling and Material Management, delivered project scope on time and on budget.
British American TobaccoSAP Project Manager
Jul. 2007 - Jun. 2011Porto Alegre Area, BrazilPlaying the role of SAP Project Delivery Manager, I was responsible for the following achievements. ▪ SAP ERP Archiving for Latin America – Definition and implementation of a new archiving concept for the region. Cleansing of critical SAP technical tables.
▪ SAP ERP and HR Upgrade for Latin America – Besides the software upgrade, a new method of Regression Tests was applied with success. "Go Live" on time, on budget. ▪ Upgrade of Oracle DB for SAP ERP – Responsible for project execution, technical and user test and post-go live support of the most critical database in the region (SAP ERP database).
▪ Service Transition Management – Implemented best practices to transition projects into on-going operation.
▪ One IT – Responsible for the governance of a project that aimed to unify independent local IT structures into a single regional organisation. ITIL V3 was used to harmonise Service Management processes. Additionally, roles and profiles were standardised across all Latin America´s countries.
Software AGSAP Project Manager
Mar. 2006 - Jun. 2007Porto Alegre Area, BrazilNote: IDS Scheer was the original name of Software AG. Responsible for planning and delivering SAP ERP and Business Process Improvement projects at SIEMENS, TELECOM Argentina and BHPBilliton. ▪ SAP Business Process Databases consolidation at SIEMENS – Responsible for the project planning and execution. Additionally, we proposed a transformation roadmap to reduce Applications Portfolio from 5,000 to just over 500.
▪ Planning for SAP Implementation at TELECOM Argentina – Decisive participation in the planning stage, together with IBM and the Process Owners we defined methods and standards to evaluate business process adherence to SAP ERP and eTOM business reference model.
▪ SAP Processes Review at BHPBilliton – Pilot of business process review in Finance and Purchasing areas aiming to get the most of SAP ERP features. Consolidation of all existing documentation in a single database of business processes.
John DeereSAP Project Manager (contractor)
Jul. 2005 - Feb. 2006Porto Alegre Area, BrazilSAP ERP Global Rollout at John Deere’s new factory in Montenegro-RS – Leading a team of 25 consultants, I was responsible for the delivering full project scope on time and on budget. It was recognised by ASUG AWARDS 2006 as one of the three best SAP projects in Brazil. ▪ Customer Problem: The customer needed to implement SAP processes for the entire factory, still under construction, with a very small team. After completion of the factory, the processes and way of working would need to be easily and quickly replicated to the other employees.
▪ Proposed Solution: In addition to implementing SAP ERP for all processes, a process map integrated with the ERP was built and made available on the intranet. The execution of any activity could be done following documented processes.
▪ Methods and Tools adopted: Collocation (25 consultants and 30 people from the client's team in the same place). Weekly planning, prioritisation and delivery cycles. Daily stand up meetings. Visual management. ARIS Toolset for mapping processes. SAP Solution Manager integrated processes maps with the ERP.
MetaInformation Technology Service Delivery Manager
Oct. 2003 - Jun. 2005Porto Alegre Area, BrazilResponsible for a team of 60 people delivering IT services in the format of projects and software factory, having the GERDAU GROUP as its main client. ● Proposed and implemented GERDAU's IT Project Management Office. Responsible for reviewing the methodology adopted by the client, creating roadmaps by type of project and implementing the
Project Office processes. A total of 120 IT staff members were trained in the use
of the new methodology. ● Restructured the Services Delivery of SAP and WEB software factory. After modifications, we reached: A historical average of more than 90% of customer satisfaction; Only 2% of deviation between budgeted hours and executed hours for each service request; Increase of average productivity per team member from 135 to 158 hours per month; In the first 9 months we reversed a history of financial results of less than 5% to a stable net margin higher than 17%.
STEMACInformation Technology Manager
Dec. 2002 - Oct. 2003Porto Alegre Area, BrazilResponsible for a team of 40 people, 24x7 IT operations supporting more than 900 users spread across 16 branches throughout Brazil. Data Center, Contracts and JDE Edwards ERP management. Key Problems Identified:
● IT area without processes and with an unclear escalation process.
● Silos (lack of integration among IT teams).
● No clear communication channel between IT and the internal customers.
● High vulnerability of the Data Center.
● Loss of IT equipment in transit between headquarters and branch offices. Solutions Proposed:
● With the support of a specialized consulting firm, we implemented a service desk to manage service requests, incidents and problem management.
● Clear definition of responsibilities for each position with the support of HR department.
● Collocation (we removed the physical walls of the department and put people working in open office).
● Structured a team of analysts to function as business partners.
● A risk map and investment plan were created to mitigate the main vulnerabilities of the Data Center, respecting budgetary limits.
● We outsourced printing services and IT equipment maintenance, dramatically reducing equipment transit time as well as loss and theft. Tools and Methods applied: ● Dashboard for service management. ● Implementation of team monitoring and development cycle. ● Project portfolio and roadmap of priority projects.
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