Mariel Cordeiro

GOVERNANCE, QUALITY & PERFORMANCE - Responsible for creating, structuring, and documenting the new Quality and Performance function for Core Infrastructure and Telecom. - Defined engineering metrics (SLAs, KPIs, SLOs) and implemented governance standards to mitigate incident root causes and improve end-to-end service reliability. - Built an incident dashboard leveraging AI for analysis and insights. - Drove the creation of a cross-functional goal to establish a Data Foundation within Core Infrastructure and Telecom. PEOPLE MANAGEMENT & LEADERSHIP - Direct and matrix leadership of multidisciplinary software engineering and infrastructure teams. Owned the full talent management cycle, including recruiting, hiring, offboarding, running feedback cycles (1:1s), and structuring Individual Development Plans (IDPs) focused on the team's technical growth. PLATFORM & DATA ENGINEERING - Led the development team for the enterprise database platform, a cornerstone of the large-scale migration of critical workloads from on-premise environments to public cloud (GCP) — a successful transition of more than 5,000 hosts, driving operational efficiency and significant cost optimization. PRODUCT MANAGEMENT - Owned the design and management of platform product roadmaps, ensuring corporate OKR cascading and the definition of engineering KPIs for delivery predictability. LEGACY SYSTEM MODERNIZATION - Led the development team responsible for the new cloud-native database platform architecture. Owned the product and its consolidation within the company's multicloud / avoid-lock-in strategy. TECHNICAL INTERFACE WITH STAKEHOLDERS - Translated complex infrastructure, networking, and database concepts into strategic business direction for managers and directors, ensuring alignment with company-wide goals.

IT OPERATIONS MANAGEMENT - Technical leadership of the Managed Services practice, coordinating teams focused on run (support) and build (continuous evolution) of complex digital infrastructures for major domestic and international accounts (Gerdau, VIA, British American Tobacco, NHS England). AGILE PRACTICES & METRICS - Implemented and refined agile methodologies (Scrum, Kanban) combined with PMI governance practices, establishing productivity metrics, KPIs, and OKR cascading for engineering teams. ARCHITECTURE & PROTOTYPING - Technical coordination of complex digital projects using low-code/no-code tools and Drupal-based systems architecture.

NETWORK INFRASTRUCTURE BUILDOUT - Co-responsible for establishing the group's internet service provider, leading technical operations from fiber optic network design through the regulatory work of urban infrastructure sharing agreements. DATA CENTER ARCHITECTURE - End-to-end management of the physical and logical implementation of new enterprise data centers, including hiring technical teams and network engineers. TELECOMMUNICATIONS ENGINEERING - Technical leadership in the large-scale rollout of broadband networks using GPON technology, with automated integration of technical provisioning systems into the corporate ERP. OPERATIONS MANAGEMENT - End-to-end management of the company as a whole.

GLOBAL ENGINEERING LEADERSHIP - Executive leadership and technical co-leadership of international N3 Support, Network Administration, and IT teams. VOIP & CORE NETWORK ARCHITECTURE - Technical and commercial owner of the wholesale telecom product (international voice over IP), working directly on global voice route architecture and the configuration of physical and cloud infrastructure based on SIP, Asterisk, and Cisco technologies.

DELIVERY & AGILE METHODOLOGIES - Led the delivery of complex digital projects using agile frameworks (Scrum, Kanban) and PMI governance practices. - Coordinated multidisciplinary teams with a focus on delivery efficiency and continuous process improvement.

DELIVERY & AGILE METHODOLOGIES - Led the delivery of complex digital projects using agile frameworks (Scrum, Kanban) and PMI governance practices. - Coordinated multidisciplinary teams with a focus on delivery efficiency and continuous process improvement. PRODUCT CONCEPTION & ARCHITECTURE - Hands-on work in technical modeling, information architecture, and prototyping of digital products (apps) through navigable wireframes built in Axure. CLIENT & STAKEHOLDER MANAGEMENT - Direct interface and technical scope alignment with major global corporate accounts, including Philip Morris and Mercedes-Benz.

RESOURCE MANAGEMENT & HIRING - Responsible for capacity planning, team allocation, and hiring of technical resources to build out development teams. DIGITAL & MOBILE PRODUCT DELIVERY - Led the development lifecycle of multiple software products, including native mobile apps (iOS and Android), e-commerce platforms, large-scale portals, and microsites. PROJECT METRICS & GOVERNANCE - Integrated management of scope, schedule, and budgets, plus the definition of performance metrics to ensure delivery predictability and quality. STAKEHOLDER & CLIENT MANAGEMENT - Facilitated communication between technical and business areas, managing expectations of major domestic and international clients such as Unilever, PepsiCo, Itaú, and Unimed.

INFRASTRUCTURE SCALABILITY - Fast-track career progression (from intern to General Manager), taking over management of a data center focused on co-location, dedicated servers, virtualization (VMs), and hosting at scale. MARKET EXPANSION & M&A - Led the physical expansion of operations into the São Paulo market, culminating in a strategic role in the technical due diligence process for the sale and acquisition of the company by Telium Networks.