Leonardo Ferreira Nachbar

Atuo como Gerente de TI da Davene e Casa K&M, sendo responsável pela gestão estratégica e operacional da área de Tecnologia da Informação, com foco em garantir estabilidade, segurança, eficiência, governança e evolução tecnológica para o negócio. Minha atuação envolve a liderança das frentes de Sistemas, Infraestrutura, Suporte, Segurança da Informação, Projetos, Dados e Transformação Digital, conectando as necessidades das áreas clientes com soluções tecnológicas sustentáveis, aderentes aos processos e alinhadas às prioridades da Diretoria. Sou responsável por assegurar a continuidade dos serviços de TI, a sustentação e evolução do ERP TOTVS Protheus, a gestão dos ambientes de infraestrutura, cloud, redes, segurança, Microsoft 365, backups, acessos, chamados e integrações sistêmicas, além de apoiar diretamente áreas críticas como Operações, Logística, Fábrica, Fiscal, Comercial, Controladoria e Financeiro. Também conduzo iniciativas de estruturação da governança de TI, controle orçamentário CAPEX/OPEX, priorização de demandas, gestão de fornecedores, padronização de processos, redução de informalidades operacionais e implantação de controles que aumentem a rastreabilidade, a confiabilidade dos dados e a capacidade de tomada de decisão.

Atuo como Gerente de TI da Davene e Casa K&M, sendo responsável pela gestão estratégica e operacional da área de Tecnologia da Informação, com foco em garantir estabilidade, segurança, eficiência, governança e evolução tecnológica para o negócio. Minha atuação envolve a liderança das frentes de Sistemas, Infraestrutura, Suporte, Segurança da Informação, Projetos, Dados e Transformação Digital, conectando as necessidades das áreas clientes com soluções tecnológicas sustentáveis, aderentes aos processos e alinhadas às prioridades da Diretoria. Sou responsável por assegurar a continuidade dos serviços de TI, a sustentação e evolução do ERP TOTVS Protheus, a gestão dos ambientes de infraestrutura, cloud, redes, segurança, Microsoft 365, backups, acessos, chamados e integrações sistêmicas, além de apoiar diretamente áreas críticas como Operações, Logística, Fábrica, Fiscal, Comercial, Controladoria e Financeiro. Também conduzo iniciativas de estruturação da governança de TI, controle orçamentário CAPEX/OPEX, priorização de demandas, gestão de fornecedores, padronização de processos, redução de informalidades operacionais e implantação de controles que aumentem a rastreabilidade, a confiabilidade dos dados e a capacidade de tomada de decisão.

Claro — segue a versão em inglês, mantendo o mesmo conteúdo e tom profissional: I worked through a professional transition cycle within the TOTVS ecosystem, focused on coordinating projects for large accounts, following the Internal Project Methodology (MIT), with emphasis on governance, standardization, and delivery control in highly complex environments. After a long trajectory leading projects and operations as a client of TOTVS solutions, I made this move to experience, in practice, the vendor/service provider side and to broaden my end-to-end view of the value chain. Even within a concentrated period, I was involved in initiatives including: • TOTVS Protheus ERP in large-scale scenarios • Version upgrades and module implementation/integration • Corporate environments with multiple stakeholders and high criticality • Management of timelines, risks, dependencies, and alignment between technical teams and business areas This experience expanded my understanding of governance, operational scale, and project execution within Latin America’s largest ERP ecosystem, while also strengthening my ability to integrate technology, processes, and strategy. As a career direction, this experience confirmed my strongest alignment with leadership and transformation roles on the client/business side, where I have historically delivered greater impact.

Worked in a critical industrial environment where high system and infrastructure availability was directly tied to production continuity and business results. Led a full local infrastructure restructuring project in partnership with Furukawa, modernizing the technology foundation and raising stability, security, performance, and standardization levels across both production and corporate environments. In close collaboration with TOTVS, I led: TOTVS Protheus ERP release upgrade WMS module implementation and stabilization, automating logistics processes Foreign Trade (EX) module implementation, supporting the operation’s international expansion Led the development of a Label Management Portal designed to meet export regulatory and customs requirements, ensuring compliance with international standards and mitigating risk. Implemented and promoted Microsoft 365 as the official communication and productivity platform, improving information security and reliability. Managed the IT function directly, including: Technical team coordination Demand prioritization and governance Ongoing alignment with business/user areas IT budget planning (CAPEX and OPEX) Vendor, contract, and strategic partner management Lean Office initiatives using A3 as a strategic planning, continuous improvement, and process optimization tool Represented the IT department in financial and certification audits, including engagements conducted by Ernst & Young, ensuring adherence to controls, policies, and IT governance best practices. This experience consolidated my role as a results-oriented IT leader, connecting infrastructure, systems, data, and processes to the business’s strategic needs in a highly complex industrial environment.

Worked in a critical-operations, high-availability environment (24x7), with direct impact on logistics efficiency, service continuity, and customer satisfaction. Responsible for the corporate leadership of the IT function, acting strategically in the maintenance and technological evolution of the company, with a focus on operational stability, information security, and scalability. Led on-premises and cloud infrastructure projects, as well as initiatives for restructuring, advancing, and governing TOTVS Protheus ERP, strengthening integration between technology and business areas. Led the end-to-end implementation of TOTVS Protheus ERP for a new operation in Paraguay—from planning through stabilization—in an international and multicultural context, working directly in Spanish and aligning local and Brazil-based teams. Implemented Microsoft Power BI as the corporate BI & Analytics platform, fostering a data-driven culture and supporting operational, financial, and strategic areas with reliable indicators for decision-making. Was responsible for implementing the LGPD compliance project within IT, defining controls, policies, and information security practices. Represented the department in controllership audits and acquisition processes conducted by Grant Thornton and PwC, ensuring adherence to regulatory requirements and governance best practices. At the managerial level, I worked extensively on: IT team management, with a focus on autonomy and accountability Demand planning and prioritization Interface with business/user areas and executive leadership Vendor and technology partner management Structuring IT as a strategic partner to operations This experience consolidated my role as a results-oriented IT leader, connecting infrastructure, systems, data, and people to sustain large-scale operations and support business growth.

Worked at Group Bratus Capital (the holding company of Valmari Dermocosméticos) in a context of organizational growth, with a progressive expansion of responsibilities from technical execution to operational IT leadership. Responsible for managing IT infrastructure, maintaining corporate systems, and supporting business areas, ensuring reliability, availability, and operational continuity across technology environments. Led initiatives for implementation and evolution of corporate systems, with emphasis on the implementation of TOTVS Protheus ERP—a milestone that marked the beginning of my technical journey within the TOTVS ecosystem. I worked in partnership with TOTVS teams and consulting firms from planning through stabilization and ongoing support. Also contributed to the implementation and maintenance of solutions focused on operational efficiency, process standardization, and cross-functional integration, directly supporting operational expansion and maturity. Throughout this period, I participated in and led small- and medium-sized IT projects, developing practical expertise in demand prioritization, user support, operational control, and alignment between technology and business needs. This experience solidified my technical and managerial foundation, strengthening competencies in team leadership, collaborative management, and communication with business users—supporting my progression into higher-impact leadership roles in subsequent years.