2016 - Current

• Successfully planned and managed the implementation of the following products: 

- Enterprise Preventive and Corrective Actions Tracking – Scope: Classification and categorization, metadata and attributes definition, CAPA process, dashboards, reports.

- Health & Safety Management – Scope: Incident and hazard report process, investigation process, preventive and corrective actions tracking, TRIFR and other statistics, dashboards, reports.

2012 - 2016

• Successfully planned and managed the implementation of the following products: 

- Human Resources and Performance Management system, responsible for controlling the annual incentive program of more than 1000 employees. 

- Enterprise Preventive and Corrective Actions Tracking system for the world's largest iron ore producer, which manages and monitors all preventive and corrective actions related to incidents, strategic objectives, risk assessments, etc. 

- Health & Safety system, replacing SAP as the official enterprise provider.  

- Document Management system for a large coal mine in Queensland. 

- CRM for a leading organiser of trade exhibitions and conferences with 230 events in 18 countries. 

- Website strategy for several social and environmental conscientious businesses.  

- Mobile applications development, leading a team of off-shore and local engineers and developers. 

- Internal implementation and administration of the Service Desk as-a-Service offer, also leading a team of off-shore and local engineers, developers and analysts.

Other responsibilities:

• Gain understanding of customer’s business, focus customer needs into specific, deliverable requirements and solutions to help qualify and quantify opportunities, and execute the technical aspects of the implementation strategy by developing and deploying appropriate solutions.

• Identify key customer experience and business benefits, cost savings and revenue enhancements associated with any new concepts, clearly agreeing the goals, objectives, time, and scope of a project or initiative and provide regular updates on project progress.

• Convey the vision and goals at the beginning of every release and sprint, participating in daily stand ups, sprint planning & review meetings and retrospectives.

• Manage key stakeholders and business customer’s expectations throughout any project or channel initiative through regular communications.

• Provide product demonstrations, technical presentations, and user training.

• Responsible for developing new accounts, expanding existing accounts and finding new applications for Linx products and services. Also responsible for prospecting and engage new distribution partners.

• Service Desk: leading a team of off-shore and local engineers, developers and support analysts, acquiring 4 customers in the first 5 months of launching.

2008 - 2012

• Conceived and launched new IT Service Management product, leading the end-to-end product design vision and implementation.

• Re-engineered the Project and Portfolio Management solution to create a product that directly met customer needs, enabling us to move from an poorly conceived model to a best-in-class application.

• Drove the re-invention of Product Lifecycle Management product from early vision to customer launch, pioneering a new, innovative approach. As a direct result, it is considered a differentiated solution rather than the commoditized "widget"​ reputation it previously held.

• Internally drove adoption of standardized marketing and training materials, and its development process, resulting in improved consistency, more efficient elaboration, and higher quality.

• Contributed to several project implementations in Australia, Brazil, Canada, and South Africa, working closely with customers and sales team, from the ideation and feasibility phases to business requirements to scope statement to architecture design and project plan. 

• PPM helps customers reduce their operational expenses (5% on average), while increasing productivity, and reduce expenses on non-strategic projects (12% on average). 

• PLM helps customers increase their product revenue (19% on average), decrease product cost (15% on average) and reduce development costs (16% on average).

2000 - 2008

• Responsible for architecting, designing and managing the development of their e-Procurement, e-Sales, Catalogue, Automotive, Billing modules.

• Due to seamless adherence to actual business processes these modules represents 70% of all customers and 63% of sales revenue.

• To customers these modules gave at least 30% reduction of inventory levels, reducing safety stock by at least 40% on most cases. e-Procurement reduced an average of 30% delivery lead times by reducing the purchase cycle time, and 50% delivery delays. e-Sales increased sales representative productivity leading to an increase in sales 25% in six months, and 37% in the first year.

• Instrumental in landing key Automotive customers by shaping the product with operational best practices and process improvements.

• Instilled a "user experience culture," gaining buy-in across the organization that product quality directly drives user adoption.