Roberson Barros

Responsável por todas as iniciativas, projetos, equipes, ambientes (Híbrido local e Nuvem AWS) e recursos de TI do Grupo D'Granel: - D'Granel Transportes - D'Granel Digital - PX Bank - Fertran - D'Granel Seminovos - Arla Minas

Responsible for restructuring and managing the IT Processes, Architecture, and Software Quality areas, implementing agile methodologies, frameworks, and processes for DevSecOps pipeline automation. Implementation of automated testing and hyper-automation of business processes. Establishment of the observability cell, utilizing tools such as New Relic, Dynatrace, Prometheus, and Grafana. Responsible for the architecture of integrations between SAP, Salesforce, and Araújo's legacy systems, as well as the hiring and implementation of the Mulesoft integration bus and API gateway. Achieved Results: Management of the team that developed and deployed over 40 microservices and APIs into production, aiming at integration between SAP, Salesforce, and legacy systems. Increase of over 1,000 automated test scenarios for selected applications within 2 years. Creation of load tests, simulating the generation of 10,000 invoices in SAP. Implementation of a new Recruitment, Selection, and Onboarding system for new employees in record time.

Leader of the Coupa Software implementation Project.

In charge of post-sales relationship with customers, direct sales (products and service), and leadership of the team, with more than 50 People. Manage Implementation departments, Support, Ombudsman and QA, Process and Internal Systems and Knowledge Management. Active participant in the elaboration of the company's strategic plan. Preparation and management of budget of the areas under his responsibility. Achieved Results: NPS (Net Promoter Score) Growth of the Support service by 85% on the first half of 2018 compared to the second half of 2017, measured by satisfaction survey with the company's customers. Reduction of the monthly percentage of Churn, from 1.87% to 1.26%.

Strategic advisor on projects prioritization, finance analytics and adept at turning around operations problems through restructuring of critical process for optimal performance and accelerate the growth of Monthly Recurring Revenue (MRR).

Management of the IT infrastructure environment, corporate systems and Software Factory, in charge for an annual budget of R$ 27 million and a team of more than 60 people. Management and Creation of the master plan of information technology. Digital implementation of the Bank and the digital account: Internet Banking, Mobile App and Service Layer. Management of large systems projects: Replacement of the banking ERP and the management system of the business line Real Estate Credit and Personal Credit. Management of information security and implementation of various disciplines that allowed raising the Bank's security level, such as access management, edge firewall and web application, security lines in perimeter equipment, etc. Achieved Results: Launch of the first Digital Account in Brazil. Improvement in operational efficiency with automation of banking processes: Origination of proposals (Real Estate Loan, Personal Credit, Middle Market and Funding), expansion and management of flows of contracts, accounting, treasury, checking account and fixed income. Elimination of several regulatory scores, carried out in previous audits, such as creation of the data center contingency, with on-line data replication and guarantee of a high availability operation, in the order of 99.99%. Elevation of the safety level of operations even with increased exposure.

Own company of process business and technology information consultancy. Customers Prospecting. Consultant specialized in IT processes. Strategic partnerships Accomplishment. Achieved Results: Deal closed to provide consulting services in IT for Bank Inter.

In charge for the implementation of the methodology for process management and software development. Management of the IT infrastructure environment, corporate systems and the Software Factory, in charge for an annual budget of R$ 5 million and a team of more than 30 people. Contact Center operations management: Sales channel that worked directly in the relationship with customers and prospecting new ones, whose team was formed by 10 Sales Consultants and 01 Supervisor. Achieved Results: Significant contribution to the growth of the company, which went from an annual revenue of R$ 300 million to R$ 700 million. Average monthly increase of R$ 1 million in sales revenue through the management of Contact Center sales operations.