My role was to ensure the quality of all data sets, finding solutions for data quality issues (accuracy and reliability) and leading the Data Management Committee, collaborating with all business areas. My work involved proposing conceptual data models, following the guidelines of the corporate data architecture and taking into account the specific rules for each business area. I was also responsible for establishing and maintaining business requirements and rules for data attributes, coordinating workshops with organizational leadership to identify the need for new data sets or improvements in data products. Concurrently, I made sure that data quality criteria aligned with business rules. Some of my key achievements include reorganizing and standardizing executive reports and dashboards, mapping and documenting business rules that affect all data sets, implementing near-real-time data extraction from point-of-sale systems, and creating cloud-based Data Marts (GCP) for the brands Pizza Hut, KFC, Frango Assado, Olive Garden, and RA Catering.

I was responsible for overseeing data product development, ensuring alignment with stakeholder expectations and the company's strategic goals. I implemented best practices and guided data analysts in creating surveys, BI solutions, and new key performance indicators (KPIs). I also led discussions on technical concepts and made decisions related to data architecture for the creation of new products or improvements to existing ones, such as dashboards or databases. I managed the data product roadmap, prioritized demands, and handled backlog management. I regularly provided reports on product progress and KPI evolution. The team I managed consisted of 10 data analysts. My main achievements included simplifying and standardizing 86 data dashboards into a catalog of just 14, with improved storytelling and fully reliable data. I enhanced data access governance for the dashboards, created technical and business rule documentation for each dashboard in the mentioned catalog, and it became the basis for decision-making and executive committee reporting, eliminating the use of parallel spreadsheets.

My primary responsibility was to create the conditions to ensure the technology area met various business and operational needs. This involved analyzing demands from different departments and creating action plans for each project, managing priorities based on the value each project would deliver and the complexity of execution. I coordinated a team spread across multiple countries, including Brazil, Colombia, Chile, and Spain, to ensure high-quality implementation. Notable projects include mapping, designing, and digitizing agricultural processes; establishing connectivity on farms using fiber optic and radio links; implementing ERP systems for crop and inventory management; rolling out HubSpot CRM for the sales team in Colombia, Brazil, Spain, France, and Portugal; installing weather stations and soil sensors on farms; setting up networks to monitor agricultural machinery; implementing VOIP phones; oversee the creation of an AI product to predict fruit production; and implementing Asana as a collaboration tool for teams in different countries.

My role was to manage technology projects at Upwork. This involved scope definition, setting success metrics, identifying milestones and tasks, as well as coordinating technical teams, discussions about priorities, and resource allocation. Additionally, I was responsible for addressing critical issues that could hinder the progress of technical teams, tracking problems and identifying project risks. I also managed the communication of periodic updates to stakeholders and leadership, ensuring it was clear, concise, and effective. I coordinated engineers and technical leaders to define goals and project plans, and also created project, product, and operational documentation. My key accomplishments include establishing a Technical Project Management Office (PMO), setting new project management processes for the Cloud Engineering Operations area (CLEO), creating a data product that tracks user flows in Datadog, and developing a monitoring dashboard featuring over 500 operational and business metrics using Cloudwatch, Snowflake, and Retool.

I was responsible for Nike's e-commerce in Brazil (nike.com.br) and led the migration to a new full-commerce platform. This included overseeing the transfer of historical data, transactional data, SEO rules, and product images. These pieces of information transitioned from Via Varejo to Infracommerce under my management. I led a team of 3 Product Owners and coordinated requirement mapping in collaboration with various departments at Nike, both local and global. These included Marketing, IT, Customer Service, Legal, Supply Chain, Finance, and Branding. I also proposed new features and product improvements, managed the backlog by categorizing and prioritizing user stories, and oversaw the deliverables for each sprint and platform releases. I coordinated teams responsible for problem-solving, whether on the platform or in integrations with other systems like Braspagg, Bank of America, SAP, Hub2B, eMillenium ERP, Intelipost, SalesForce, Linx POS, Linx OMS, and internal systems from Nike global. My role also included monitoring business and operational metrics of the platform and creating action plans to keep the numbers within or above predefined targets. My key achievements included leading the platform migration of nike.com in Brazil from Via Varejo to Infracommerce without any downtime, implementing the sale of SNKRS on the Brazilian platform—a significant milestone for the local market—and bolstering platform security by incorporating Akamai technology to protect against bot attacks. These actions not only enhanced user experience but also increased operational efficiency and business security.