Edimilson Ferreira

In charge of wide DELIVERY TEAM LEADING a software DEVELOPMENT TRIBE and OPERATIONS teams through LEAN AGILE or TRADITIONAL methodologies (cascade) for large national and multinational companies. I keep a close partnership with both COMMERCIAL teams and PEOPLE AND CULTURE teams to expand and retain customers and our teams.

Reporting to the CIO, currently managing Agile Teams (12 professionals): PO (PRODUCT OWNER): RECEIVABLES SQUAD: implementation of stock management and receivables portfolio driving savings exceeding 220h/month in accounts receivable and accounting. Go-Live initiated 2020/oct (MVP) and concluded 2021/feb. RPA SQUAD: expressive savings creating AGILE RPA Platform, highlighting some initiatives: • Verification of demands and prioritization (through the RICE matrix); • Process automation in downloading forms and launch on SAP for IPTU (Land Tax) payment - saving 2 FTEs; • Opened tickets automation for accounts payable (materials): payment's ticket treatment via OCR's recognition of invoices remitted, obtaining materials-invoice XML through the Department of Finance on Invoice Portal and doing register at Accounts Payable (SAP-MIR7) - saving 4.5 FTEs; • SAP data extraction automation for Data Lake load; • Payment automation (NFe, NFSe, CTe) - savings in FTE. PAYROLL SQUAD (savings in run rate, ROI in 2 years): products evaluated, Payroll system migration initiated (Go-Live target: November 2021).

• Technology cost and payment control (payment failure eliminated in 3 months); • IT contract management (including balance and orders). I negotiated some savings (e.g. SAP); • Annual budget elaboration and monitoring (10%/year reduction); • Monthly IT indicator book (SLA/ NPS) maintaining 95% NPS; • Project approval/prioritization by the Board (monthly committees).

I started at TENDA with GAFISA-IT scission in 3 distinct IT operations: Construtora Tenda, Alphaville Arquitetura & Urbanismo and GAFISA, which signified the birth of IT and enabled major advances and success cases.

Reporting to Latam Board and and Global CIO (team of 35 people). Local Board Member and/or Global CIO in a matrix organization: • I negotiated the regional (LatAm) and global (Dutch Headquarters) budgets; • Elaborated plans and defined, with the Board, projects that enabled consolidation of 4 companies (Logos, Tetraplan, Enerconsult and Hidro Ambiente), I enabled organic and acquisition growth without budget increases; • Integrated acquired companies, consolidated offices (data and voice networks), services (Service Desk) and ERP (payroll, accounting, invoicing, finance and timesheet) obtaining synergies. I standardized, qualified the company, while saving the budget: • Implemented Service Desk with capacity for 4,000 links or 2,000 calls/month; • Migrated 3,600 e-mails distributed among various platforms, standardized them and after unification migrated to the cloud; • 18% IT cost reduction, in 2016 I managed to reduce millions in cross charge for shared services in the LatAm region; • I increased the adoption of integrated processes via ERP from 21% to 54%; • Developed and implemented an hour control system (timesheet), controlled 452,000 hours/month of 2.700 people, generating pro-rata, costing, and sales capacity by Business Division or by Project.

Reporting to the CIO, team of 102 professionals. In accordance with cost improvement practice, established by Galeazzi Consulting: • Reduced software licensing costs; • I reached expressive savings through print sourcingby improving services, which remain until today. Through technological innovation and team mobilization: • I increased infrastructure availability, with physical Datacenter improvements and monitoring. I implemented the first HP Datacenter Container in Latin America.

Reporting to the CIO, team of 62 people. Proactive work on the process to merge SKY+DIRECTV: • Unified Billing systems, implemented best costs and practices, consolidated contracts, reduced costs; • Retained talents at a moment of team uncertainty. Provided Pan-Regional Services in Latin America and the USA: • Deployed the SAP System, later migrating from Informix Database to Oracle (Heterogeneous System Copy) without impact. • I provided pan-regional services (USA and Latin America) from Networks and SAP.

In charge of Directv Brazil Infraestrutura, Covering: Security Solutions, Network Environment (LAN/WAN); Data and Voice Telecom; Data Center; Server Administration for RISC, CISC, Web, Database, Local Servers and Helpdesk. I managed a team of 30 IT specialists.

I was student at Bradesco Fundation at primary school too.