Marcelo Dias

Como Gerente Geral fui responsável pela gestão e desenvolvimento da operação Brasil com aproximadamente 500 alunos/ano, 4 unidades e 25 funcionários. As atividades incluem definições estratégicas, expansão do negócio, relacionamento com fornecedores, gestão da equipe e vendas, além do atendimento ao cliente.

During my MBA some teammates and I assessed the current usage of social media at FSC. After that, we performed a benchmark analysis, comparing it to best practices in related industries and suggesting - in the final report - an strategy compliant to the organization needs.

Consultancy at MSD was performed during my MBA when I analyzed the impact of the company's pricing strategy in production planning, supply chain and logistics. At the end, there were presented 10 alternatives to minimize peak demand, lack of products and distribution/storage costs.

At Ativas the projects came through commercial team and, as Project Manager, my duty was to carry out the planning, activation and service delivery; which involved equipment purchasing, human resources mobilization, time, cost and scope management, customers and suppliers relationship.

At Borland, most of the projects had scope, time and cost controlled by the customer, so my main responsibilities were consulting for project management, ensuring the quality of the professionals allocated at the client's site and identifying new business opportunities.

I started at Andrade as a programmer and after six months I was promoted to project manager at the IT department. Activities as PM comprehended demand management, definition of project plans, team management and final product implementation.

The company was idealized with 5 colleagues to support a web portal for graduation management. As one of the founders, I was in charge of sales department, searching for new clients and business development.